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HomeMy WebLinkAbout2014-11-13 Info Packetww®� -- CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY www.icgov.org November 13, 2014 IPI Council Tentative Meeting Schedule NOVEMBER 17 SPECIAL WORK SESSION MEETING IP2 Work Session Agenda IP3 Court/ Linn Presentations: CA Ventures Campus Acquisition Court -Linn Lofts — Charles Graves HUB at Iowa City Core Campus Linn & Court, Sherman Associates NOVEMBER 18 WORK SESSION MEETING IP4 Work Session Agenda IP5 Copy of memo from Equity Dir.: National League of Cities City Leadership to Promote Black Male Achievement Municipal Action Guide IP6 Copy of memo from Equity Dir.: 2013 Equity Report IP7 Pending Work Session Topics MISCELLANEOUS IP8 Article from City Manager: Branstad: Transportation funding will be priority in 2015 IP9 Article from City Manager: The 5 Worst States for Black People IP10 Article from City Manager: Streets of Yesterday Becoming Multi -Modal IP11 Article from City Manager: Q&A: Bruce Rastetter IP12 Memo from City Clerk: KXIC Radio IP13 Civil Service Entrance Examination — Maintenance Worker III - Lead Supervisor IP14 2014 Building Statistics DRAFT MINUTES IP15 Airport Commission: October 16, 2014 IP16 Airport Commission: October 28 IP17 Board of Adjustment: October 8 November 13, 2014 Information Packet (continued) 2 IP18 Historic Preservation Commission: October 9 IP19 Human Rights Commission: October 21 IP20 Planning and Zoning Commission: October 16 (formal) IP21 Public Art Advisory Committee: November 6 91-1 S-14 LMMJ L City Council Tentative Meeting Schedule Subject to change November 13, 2014 ft CITY OF IOWA CITY Date Time Meeting Location Monday, November 17, 2014 5:00 PM Spec. Work Session Emma J. Harvat Hall (Court/Linn RFP Presentations) Tuesday, November 18, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, December 2, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Thursday, December 11, 2014 7:30 AM Spec. Work Session w/ JC Supervisors Emma J. Harvat Hall Tuesday, December 16, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, January 6, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Saturday, January 10, 2015 8AM-5PM Special Budget Work Session Emma J. Harvat Hall (Department Presentations) Monday, January 12, 2015 1:00-7:OOPM Special Budget Work Session Emma J. Harvat Hall (CIP Presentations) Tuesday, January 13, 2015 5:00 PM Special Budget Work Session Emma J. Harvat Hall Tuesday, January 20, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Monday, January 26, 2015 4:30 PM Joint Meeting / Work Session TBA Tuesday, Feburary 3, 2015 5:00 PM City Conference Board Meeting Emma J. Harvat Hall Work Session Meeting 7:00 PM Formal Meeting Tuesday, February 17, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, March 3, 2015 5:00 PM City Conference Board Meeting Emma J. Harvat Hall Work Session Meeting 7:00 PM Formal Meeting r � 1 -13-1- �.®i1i IP2 �- 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 Special Work Session Agenda November 17, 2014 Emma J. Harvat Hall - City Hall 410 E. Washington Street 5:00 PM ■ Presentations by the Court / Linn RFP finalists VENTURES Private Developer Proposal for the Court St. / Linn St. Redevelopment Site HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE JJ Smith, Chief Development Officer 312 994 1882 jjsmith@ca-ventures.com John Diedrich, VP of Investments 312 994 1884 jdiedrich@ca-ventures.com July 2014 1 ca-ventures.com PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT EXECUTIVE SUMMARY In response to the Court and Linn RFP, CA proposes a mixed-use development consisting of a hotel, residential apartments and retail. The project would consist of three towers: one tower devoted to 117 hotel suites and 3,500 square feet of retail and two towers devoted to 304 multi -family units. The luxurious upscale design has extensive modern amenity spaces, high-end finishes, emphasis on energy efficiency and three floors of underground parking connecting all three buildings. CA's full-service on-site staff will manage the residential apartments and CA has received multiple letters of interest from major hotel franchises to brand the hotel. A qualified third party hotel operator would be sourced, in collaboration with the selected hotel brand, to oversee the day-to-day operations. PROJECT SUMMARY Hotel Rooms: Units: Retail SF: Parking Spaces: Average SF Per Unit: PROJECT TEAM Developer: Manager: Architect: General Contractor: Lender: Hotel Franchise: Legal: FINANCIAL CAPABILITY: Since its inception in 2004, CA has developed or acquired over 9.5 million square feet of real estate totaling $2.0 billion in investment value with another $2.5 billion currently in the pipeline. As a result 117 of the company's success and growth, CA has fostered numerous financial 304 relationships and has raised over $700 million in debt and equity. 3,500 DEVELOPER EXPERIENCE & CAPABILITY: Since 2008, CA has developed 272 2,200 residential units and 256 hotel rooms. CA continually delivers projects that are on-time, on -budget and fully integrated in the market. The reason 754 for such a successful track record is due to the creative design, competitive construction costs and an experienced leasing team. Fifth Third um Polsinelli PROPOSED TIMELINE MARKET DEMAND: According to the Smith Travel Research (STR) report of upscale hotels within the greater Iowa City area, occupancy has risen 20% over the last three years and revenue per available room has increased 24%. However, two of the five upscale hotels within STR's report are within Coralville, meaning Iowa City does not benefit from the 7% lodging tax. This project will revitalize the upscale hotel market as a more viable option to visitors through a premium location within the downtown area of Iowa City, having brand recognition and a new product premium. In addition, Iowa City will directly benefit from the lodging tax versus the lost revenue to Coralville. Entitlements Complete: FISCAL BENEFIT TO THE CITY: This project will have a significant beneficial The residential apartments will give the South Downtown Subdistrict the impact on Iowa City in the amount of revenue generated through property tax, Q1 / 2015 lodging tax and the number of employment opportunities. Upon completion, CA Ventures CA estimates Iowa City to receive $1,200,000 in property tax within the first CA Ventures year and another $330,000 in lodging tax. Based on CA's historic information, HPA the City will immediately benefit from approximately 250 jobs needed for Occupancy: construction and an additional 50 once the asset is stabilized. Beal Derkenne Fifth Third um Polsinelli PROPOSED TIMELINE MARKET DEMAND: According to the Smith Travel Research (STR) report of upscale hotels within the greater Iowa City area, occupancy has risen 20% over the last three years and revenue per available room has increased 24%. However, two of the five upscale hotels within STR's report are within Coralville, meaning Iowa City does not benefit from the 7% lodging tax. This project will revitalize the upscale hotel market as a more viable option to visitors through a premium location within the downtown area of Iowa City, having brand recognition and a new product premium. In addition, Iowa City will directly benefit from the lodging tax versus the lost revenue to Coralville. Entitlements Complete: Q1 / 2015 The residential apartments will give the South Downtown Subdistrict the Land Closing: Q1 / 2015 necessary population increase to extend the downtown area south and fulfill the Permit Issuance: Q2 / 2015 ongoing efforts to improve the quality of residential options. Construction Start: Q2 / 2015 An alternative to the original design would consist of a "flex" office space, Occupancy: Q2 / 2016 totaling 21,000 square feet, in which a bridge would connect a portion of Levels 1 and 2, allowing pedestrians an extra ease of access between the two residential buildings. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT TABLE OF CONTENTS 01 Proposal Submittal Form..................................................................................3 02 Letter of Interest.............................................................................................4 03 Primary Contact..............................................................................................4 04 Legal Name & Company Information................................................................6 05 Legal Entity With Whom the City Would Contract..............................................7 06 Organizational Chart........................................................................................7 07 Developer Capability........................................................................................8 08 Financial Capability.........................................................................................12 09 Construction & Financing Plan....................................................................... 14 10 Public Financing Participation & Pro Forma....................................................19 11 Project Details & Design................................................................................20 12 Sustainability & Master Plan Objectives.........................................................28 13 Listing of Lawsuits or Litigation Within the Past Five Years .............................29 14 Appendix (Team Member Profiles, Contact Info & References) ......................31 EXHIBIT "A" Proposal submittal signature form T?,e und„ i__,Sned aNests to Ns/n a authority to subn irthis proposal and to bind the �rr, hnartect to perforin 4 the Arm is_ seieueV by the C y of Iowa City. I he undersigned ru-blei cer-kn est V he/she has read the P equesi for Proposal, ienms and cones .Ions, and any other documenktion etas ng to this squesf has comphed in all respects wth all _rjndRions hemot; and this proposal Is submitted Vditn r ll ,-iok,fieJga 3n,d a de )an01r6 of the requirements and time const,atnts noted herein, The u uengned hemby fwMei a:4;nov _i.�,cs Mai it accepts the term of the Reruestfor P-vposals in its ent're- ty and by the suandsman of its proposal havoy waives any claims or clr ons to it.F�i las has rtat arise out of s sch RF ; Lhe process e tipoyed by he CRR to s.,Hni and devehp proposals. a The RF. e valual m p ccess described in the RFP, and agree_ to reg se and hold harmless the City, its empldVeeS, ag:ect;, and co2iciulhanus Tom any Way loss, ca r damage anang Therefrom The undersigned hereby aut-Wes any person, On or corpo boy :o furnish any ecit history and Nancial con- dition o _thee info ;ration rc, dr ori by the City tri verify ( 43ilatior, uslkatCcl to the nnn's submission to the City. I hereby ne tUy on oerin of the undersigned ?A a that the above niori soon islu and coned A the n.st of ivy knowledge and Ina tae City may rely on the it mason ondided. Firm name- CAS e'enturc=_ Home office address: 151 id Clarla St. Suite- 4960 Ciy, sae; r:ip: Chicagp; IL s656i. Name ar blame, c igna k r Date. J!',. 4 VENTURES City of Iowa City, Iowa 410 East Washington Street Iowa City, Iowa 52240 July t5, 2014 To whom it may concern, Thank you for the opportunity to present our response to the Request for Proposals (RFP) for the redevelopment of the Court & Linn property in Iowa City, Iowa. We are excited about the prospect of working with the City to develop a Class A hospitality, residential and retail mixed-use project in the South Downtown Subdistrict of Riverfront Crossings. This project will have a positive impact to the South Downtown Subdistrict by satisfying the rising hotel demand, providing high-quality, urban style apartments and significantly increasing the taxable value of the property. CA has a passion for creating ideal mixed-use properties and believes that the assembled team is the best choice to successfully redevelop the site. We believe that the combination of residential apartments, hospitality and retail is the highest and best use for this development opportunity. As mentioned above, our proposed plan would bring visitors and residents to the South Downtown Subdistrict thereby helping create the desired pulse of activity needed to extend the downtown area. The added downtown population, tourism, amenities and retail will help the area achieve the objectives listed in the South Downtown Subdistrict Summary. CA Ventures consists of experienced and creative commercial design, development and operations professionals that have been successful in providing new, high-quality housing and hospitality communities on a national scale. If selected, CA brings "Best In Class" design and operational experience from lessons learned on developments in more than 20 key U.S. markets. CA understands that, in each case, tourism and in -city residents are the core constituency and driving force behind a successful community and city. Enclosed is our full response to the RFP We paid careful attention to addressing each parameter outlined in the RFP. We encourage you to ask us questions in order to fully understand our capabilities to work closely with the City to plan, design, construct and open a successful, high-quality project in the South Downtown Subdistrict of River Crossings, We look forward to meeting you and to begin an ongoing dialogue to address all of your concerns while sharing our mutual ideas. Respectfully, dqFr1Medrich (Primary Contact) Vice President of Investmants 161 N Clark St Suite 4900, Chicago IL 60601 jcjiedrich@ca-ventures.com 312-994-1884 PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT LEGAL NAME & COMPANY INFORMATION 1. The proposal submittal signature form (copy attached as Exhibit "A"). Signed Proposal on page 4. 2. A signed letter on the proposer's letterhead indicating an interest in the Project. Signed Letter of Interest on page 5. 3. Primary contact person and contact information. Primary Contact on page 5. 4. The legal name and address of the development entity, including all joint ventures, limited partnerships and limited liability companies, and the percentage of interest of each. Proposers are encouraged to include size of their firm, parent company, if applicable, and officers/principals of the firm. Development Entity: CA Residential Holdings, LLC 161 N Clark St. Suite 4900 Chicago IL 60601 Parent Company: CA Ventures Officers / Principals:' Tom Scott John Dempsey John Diedrich John Druffel Company Information: Founder: Year Founded: Headquarters: # of Employees: Investment Value: $ Raised: # of Investments: SF of Development / Acquisitions: Brian Morrissey A Smith Dan Hrankowsky Michael Yeagle Tom Scott 2004 Chicago, IL 80+ $2.0+ billion $700 million in debt & equity 70+ properties 9.5 million SF "Executive bios and contact information can be found in the appendix. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT LEGAL ENTITY & ORGANIZATIONAL CHART 5. Identification of the legal entity with whom the City would contract, whether the entity exists currently or would be created for the purpose of this project, and the names and titles of all parties authorized to act on behalf of proposer: CA Residential Holdings, LLC 161 N Clark St. Suite 4900 Chicago IL 60601 Authorized Parties: Tom Scott (Chief Executive Officer) & J.J. Smith (Chief Development Officer) 6. An organizational chart showing all members of the proposed development team including, but not limited to developer, management agency, legal, design professionals, and consultants. Contact information should be provided for each team member. CA Ventures Lma Investor, Oevelopet & Manager ITom Scott Chief Exewtive 0/(icer 0 0 0 Brian Morrissey A Smith John Dempsey Chief. m! ... alodicer Chist Develo men. oBicsr Chief operet: othcer John Diedrich Dan Hrankowsky John Druffel Vice P'evdeot of Director of N"gn Lxe,,b. Vse Presftlent lr'.t-. n" I I Project Manager F.YECII[N6 VIf2 Beal Derkenne HPA Genets' Connector Architect of Recon] Note: Contact information can be found in the reference section of the Appendix. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT DEVELOPMENT CAPABILITY 7. A description of proposer's previous experience, including a brief description of at least two mixed-use projects where the proposer played a substantial role. The descriptions should include the specific role of the proposer and the current status of the projects. Sufficient reference contact information should be provided for each project in order to permit the City to verify the information. ,PP IN Ed. CA Ventures, formerly known as Campus Acquisitions, has successfully developed more than 2,200 multi -family units and 256 hotel keys across the country since 2008. CA continues to deliver projects that are on time, on budget and fully leased. A direct reflection of our successful track record is due to the design of our buildings, competitive construction costs and an experienced leasing team. CA's strength in construction materializes from competitive construction costs to provide high- quality goods at a low cost. CA's typical building materials include recycled metal, concrete, self - healing concrete and other regionally sourced materials, where available. Also, CA purchases manufactured goods from local vendors to minimize transportation costs and impacts. CA's design team builds communities that specifically cater to the needs of the market. Every CA community has had specifically designed floor plans, amenities and interiors inspired by the local environment, city district goals and desires of the residents. This careful consideration makes each project purposeful and highly sought after. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT RECENT PROJECTS - DEVELOPED & MANAGED MIXED-USE AT UNIVERSITY OF MICHIGAN LANDMARK I ANN ARBOR, MI Project Statistics: Land Size: 34,583 SF Residential: 197,422 SF Total SF: 301,394 SF Units: 173 Parking Spaces: 135 Site Condition: New Construction Construction Type: High Rise Rental Range (Per Unit): $1,699 to $6,000 Occupancy At Opening: 100% Contact:* Bill Suekens Cost Statistics Construction Project Total Total $42,757,828 $72,157,994 Per Unit $247,155 $417,098 Per SF $141.87 $239.41 Amenities Spa -life Fitness Center Wellness Center Modern Cardio Equipment Yoga Landscaped Elevated Courtyard Hot Tub Members Only Club Room Cyber Cafe Business Center Wi-Fi Lounges BBQ Station Fire Pit Retail Tenants: 7 -Eleven Tim Horton's No Thai World of Beer Partner Information: Architect: Hartshorne Plunkard Architecture Developer: CA Ventures Manager: CA Ventures Equity: Harrison Street Real Estate Lender: RBS Project Schedule Entitlements Complete: 09/2010 Land Closing: 01/2011 Permit Issuance: 02/2011 Construction Start: 02/2011 Occupancy: 08/2012 *Contact Information Provided in Reference Section of Appendix. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT RECENT PROJECTS - DEVELOPED & MANAGED HYATT PLACE I CHAMPAIGN - URBANA, IL HOTEL & RESTAURANT MIXED-USE Project Statistics: Land Size: 26,000 SF Hospitality: 75,085 SF Restaurant: 8,557 SF Total SF: 83,642 SF Suites: 145 Parking Spaces: 146 Site Condition: New Construction Construction Type: Midrise Avg Daily Room Rate: $145 Contact:* Craig Przygoda Cost Statistics: Partner Information: Architect: DLR Group Developer: CA Ventures Hotel Operator: Hyatt Equity: Associated Lender: CA Family & Friends Project Schedule: Construction Project Total Total $25,547,723 $34,645,336 Per Key $176,191 $2,389,933 Per SF $305.44 $414.21 Amenities: Fitness Center Conference Space Indoor Swimming Pool Hotelwide Wi-Fi Cocktail Bar Bakery Cafe Partner Information: Architect: DLR Group Developer: CA Ventures Hotel Operator: Hyatt Equity: Associated Lender: CA Family & Friends Project Schedule: Entitlements Complete: 04/2013 Land Closing: 08/2013 Permit Issuance: 09/2013 Construction Start: 09/2013 Occupancy: 05/2014 *Contact Information Provided in Reference Section of Appendix PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT RECENT PROJECTS - DEVELOPED & MANAGED MIXED-USE AT TEXAS A&M RISE AT NORTHGATE I COLLEGE STATION, TX I WWW.RISEATNORTHGATE.COM Project Statistics Land Size: 42,962 SF Residential SF: 173,684 SF Total SF: 390,114 SF Units: 173 Parking Spaces: 355 Site Condition: New Construction Construction Type: High Rise Rental Range (per unit): $1,129 to $5,025 Occupancy At Opening: 96% Contact:* Katie Janik Cost Statistics Retail Tenants: CVS Great Wraps Partner Information: Architect: Hill & Frank, Inc Developer: CA Ventures Manager: CA Ventures Equity: Diamond Realty Investment Lender: Private Bank Project Schedule Entitlements Complete Construction Project Total Total $34,067,991 $44,169,375 Per Unit $195,793 $253,847 Per Bed $71,873 $93,184 Per SF $87.33 $113.22 Amenities: State -of -the -Art Fitness Center Fire Pit Study Rooms Library Recreation Room Yoga Studio Rooftop Pool Hot Tub Laundry Service Grilling Area Swim -Up Movie Projector Retail Tenants: CVS Great Wraps Partner Information: Architect: Hill & Frank, Inc Developer: CA Ventures Manager: CA Ventures Equity: Diamond Realty Investment Lender: Private Bank Project Schedule Entitlements Complete 02/2012 Land Closing 05/2012 Permit Issuance 05/2012 Construction Start 05/2012 Occupancy 08/2013 *Contact Information Provided in Reference Section of Appendix PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT FINANCIAL CAPABILITY 8. A description of the proposer's financial capacity to obtain acquisition, construction and permanent financing, including letters of interest from lenders and/or tax credit investors. A discussion of the financing sources and partnerships utilized for prior projects and references from these parties are also welcomed and encouraged. CA Ventures has operated and developed in over 20 markets nationwide, having raised more than $700 Million in debt and equity in multiple real estate sectors. CA's financial investment has topped $2.0 Billion to -date resulting in the continued ability to work with best -in -class investment and financing firms to provide efficient equity and debt. Since our start in 2004, CA has developed and maintained a number of successful relationships with financial sources. Below is a sample of our top capi' sources and completed business through 2014. Facility Contributors 1. RBS Citizens: $141,201,000 2. Private Bank: $124,052,000 3. Fifth Third Bank: $ 91,725,000 Capital Contributors 1. Harrison Street Real Estate: $88,277,000 2. Diamond Realty Investment: $50,006,000 3. Prudential: $30,150,000 1 ilk PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT FINANCIAL LETTER OF INTEREST FIFTH THIRD Rill sneakers Senior Vice President Commercial Real Estate Fifth Third Bank 222 S. Riverside Plaza, 33rd Floor Mail Drop GRVR38 Chicago, it 60606 TCL 3a 2.704.4104 .flfia...X.nSC@53com July 14.2014 Thomas M. Scott Chief Executive Officer CA Ventures, LLC 161 N Clark Street Suite 4900 Chicago, IL 60601 Re: Letter of Reference for the Private Developer Proposal for Court Street and Linn Street Redevelopment Site Dear Tom We understand that CA Ventures and CA Residential Holdings, LLC is in the process of submitting an RFP response to The City of Iowa City in connection with the above noted redevelopment project in Iowa City, Iowa. We understand that this letter has been requested to provide a reference for CA Ventures' proposed participation in construction of the project and financial capacity to undertake a project of this scale. CA Ventures has advised us that they will require construction debt financing for their participation in project. The project at the intersection of Court St and Linn St in Iowa City is anticipated to contain approximately 117 hotel rooms, 304 apartments, 3,500 SF of retail space and 272 parking spaces. The estimated total project costs for the development are $87,700,000. CA Ventures has requested a 65% lean -to -cost construction loan, totaling $57,010,000. We are pleased to confirm that CA Ventures has been a client of Fifth Third Bank on numerous real estate development In of similar scope and size and the bank and relationship manager has a continued active lending relationship with CA Ventures that dates back to 2007. Based un the understanding of the proposed project, the experience of the CA Ventures team members, and the CA Ventures track record we believe that CA Ventures is financially capable of undertaking the above noted project. Although we do look forward to learning more about this opportunity, this letter does not constitute a commitment by the Rank and does not create any obligation on part of the Bank We look forward to discussing this opportunity further with CA Ventures Sincerely, William C. Suenkens Relationship Manager, SVP Fifth Third Bank PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT CONSTRUCTION & FINANCING PLAN 9. A narrative describing the proposer's plan for construction and financing of the Project. This should include: A. Organization and management approach to the Project: As shown on the organization chart on page 6, CA Ventures will oversee the development, finance and management of the project. This project has received interest from Fifth Third Bank, who has provided nearly $92 million in financing on past CA projects. Beal Derkenne Construction, the proposed general contractor, is currently overseeing the con- struction of 532 CA units in three different markets nationwide and has worked on seven different projects in Iowa since 2010. HPA has worked with CA on three different projects totaling 305 units residential units. As a result of the assembled teams' previous experience, CA is more than confident that this project would deliver on time at the highest of quality. B. General schedule for completion of the Project following property acquisition: + Entitlements Complete: Q1 / 2015 + Land Closing: Q1 / 2015 + Permit Issuance: Q2 / 2015 + Construction Start: Q2 / 2015 + Occupancy: Q2 / 2016 C. Description of a general plan for construction loan and permanent financing, copies of any letters of intent from prospective purchasers and/or tenants: CA has already received multiple letters of interest from hotel franchises as well as financial institutions with regard to this project. CA will also reach out to alternate financial institutions to ensure the success of funding the project. D. Description of the marketing approach to secure purchasers or tenants: As mentioned above, CA Ventures has received three letters of interest from Hyatt, Hilton and Aloft to franchise the hotel. These recognized franchises will help Iowa City revitalize the upscale hotel market, making this project a more viable option for visitors than the hotels located in Coralville. CA Ventures' fully integrated management team collaboratively delivers a management system that targets resident satisfaction, operating efficiencies and the property's long-term physical well-being. CA managed buildings serve as an extension of the community. Between our on-site staff, corporate management and accounting departments, CA Ventures' assets are supported by individuals dedicated to making each building a success. CA engages an established broker that has local, regional and national relationships with retailers. CA identifies and targets a mix of retailers that we believe will be an amenity for our residents and the surrounding community. While rent and credit are important factors, the right retail mix and fit with the community is critical and something equally as important as rent and credit. Through a developed marketing campaign and thoughtful design, CA is confident in achieving a retail tenant that compliments both the project and the City. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT HOTEL'S LETTERS OF INTEREST n HILTON WORLDWIDE July 8, 2014 Beth Hollenbeck Hospitality Development Coordinator CA Ventures, LLC 161 N Clark St., Suite 4900 Chicago, IL 60601 Susan Mmil n Hilton Nodi Sc Drectoq IleMelopment 755 C ossove, late NatMvest R,,on Memphis, IN 38117 USA (Iowa, Kansas, Mlssom, PH: 981-374-5958 MlnnaMa, Neb.ska, FX: W1-374£388 Nat & South Dakop) suszn.batliman@bllton.com VIA E-MAIL RE: Hilton Garden Inn Franchise Availability in Iowa City, IA Dear Beth: It was good talking to you last week; I am thrilled to hear you are working on the possibility developing a Hilton Garden Inn Iowa City, IA. I believe a Hilton Garden Inn would be a good ft in the market. As of this date, please be advised that the Iowa City Downtown market is available for a Hilton Garden Inn. As you know, it is the policy and practice of the company to enter into license agreements for specific locations only after formal application for the franchise has been received, processed and duly considered by our Development Committee. Once you are in a position to file the formal application, we will be happy to process those documents and should be able to give you a decision within approximately 120 days. If you have any questions concerning any aspect of our franchising procedure, please feel free to call me at 901-374-5958. Thankyou for your continued interest in Hilton Worldwide. Sincerely, cASIRA— Susan Bachman Sr. Director - Development Northwest Region QVC ,� , � GON RAD Hilton ®i Ucumn' i "Ofi swim® ... xlno� ssrom� �s, l%3.9LEIA6E .-..... +j•.-.-.. ..... _.. .. c.ewvrenaes PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT HOTEL'S LETTER OF INTEREST H�T VIA EMAIL July 6, 2014 Beth Hollenbeck CA Ventures, LLC 161 N Clark St.. Suite 4900 Chicago, IL 60601 Email: bhollenbeck(oca-ventures.com RE: proposed Hyatt Place—Iowa City, IA Dear Beth, Mark Younadam Director of Development 71 S. Wacker Drive Chicago, IL 60606 Tel: 312-780-6093 Thank you for your interest in proposing a new build Hyatt Place hotel located at Court Street and Linn Street in Iowa City, Iowa. Given the project's mixed-use component, including residential along with its location proximate to University of Iowa, University of Iowa Hospitals and Clinics and area business, we would be excited to see you develop a right sized Hyatt Place in this lodging market. We at Hyatt Hotels Corporation would also look forward to working with you on your third Hyatt branded hotel. As you know, Hyatt Place is a unique product that appeals to a variety of hotel guests needs. Our larger rooms, contemporary design and 24-hour food service appeal to a variety of travelers, from those on more traditional leisure or corporate trips, to those who may be visiting area for social meeting functions. Although I strongly support this project, formal approval would be subject to your submittal of a complete franchise application and our subsequent internal review and approval process. I look forward to exploring this exciting opportunity further with you. Best Regards, Mark Younadam PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT HOTEL'S LETTER OF INTEREST 61IDft A VISION OF W HOTELS VIA EMAIL July 7, 2014 Beth Hollenbeck CA Ventures, LLC 161 N Clark St., Suite 4900 Chicago, IL 60601 Re: Aloft, Iowa City, IA Dear Beth: starwood tiolE�sar� Resorts Jamey Cua SENIOR DIRECTOR, DEVELOPMENT T6148953118 F6148951462 C 614 499 5051 E jantey cualssarmo4 hotels cont 5240 Spikerush court Westerville, OH 43082 unnea sates Thank you for your interest regarding the Aloft brand in Iowa City, IA (the "Hotel'), and your interest in the possibility of having Starwood franchise the Hotel as an Aloft Hotel. Based on our understanding of the market and your description of the Hotel project, we are pleased to express our interest in further evaluating this opportunity. Please note that this letter is only an expression of our interest to further evaluate this opportunity and does not create any legally binding obligation on Starwood. You should not rely on this letter, or any further discussions regarding this potential transaction as an agreement, offer or commitment by Starwood to enter into any transaction with respect to the Hotel. We look forward to continuing our discussions with you. Sincerely, Jamey Cua Senior Director, Development Starwood Hotels & Resorts Worldwide cc: Allison Reid MERIDIEN �hFt Int lif Lllti COI LNI'INN W[SFIN FOVRXG�NT$ C'I.6rn,I Is W PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PURCHASE PRICE & BENEFIT FOR THE CITY E. Proposed purchase price and the explanation of the purchase price for the Project property. CA is willing to offer $5,000,000 ($83.33 per square foot) for the Court and Linn Street redevelopment. This resem- bles 5.7% of the total project cost. While this may not be the highest purchase price offered, CA will be funding the project without any financial assistance from the City, meaning Iowa City will receive the full tax increment and lodging tax associated with the project. CA tax projections for the year one are displayed below: i ILExisting Tax Value Lrojected Tax Value Tax Increment Combined Property Tax $0.00 $1,592,341 $1,592,341 Portion Allocated to City $0.00 $663,108 $663,108 Portion Allocated to Schools $0.00 $543,948 $543,948 Sales Tax $0.00 $8,192 $8,192 Lodging Tax $0.00 $573,955 $573,955 Portion Allocated to City $0.00 $334,807 $334,807 Total: $0.00 $2,111,488 $2,111,488 Portion Allocated to City & School $0.00 $1,541,864 $1,541,864 In addition to the tax generated, the construction is expected to directly generate 250 jobs based on CA's previous job sites and the projected timeline. As a result of the completed redevelopment, the stabilized facilities onsite would gen- erate approximately 50 permanent jobs ranging from hotel staff to residential building engineers. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PUBLIC FINANCING PARTICIPATION & PRO FORMA 10. Public financial participation is contemplated / requested, a narrative and information requested: As previously mentioned, CA will not be seeking any financial assistance from the city. The below exhibit presents a preliminary project building cost, preliminary pro forma and sources and uses of funds. CA can provide additional items upon request. rtal Departmental Expenses 970,983 1,007,874 1,046,183 1,085,963 1,127,273 1perating Expenses Management Fee (4.0%) Year 1 2016-17 Year 2 2017-18 Year 3 2018-19 Year 4 2019-20 Year 5 2020-21 perating Revenue 1,529,341 1,575,221 1,622,478 1,671,152 1,721,286 Residential Rental Revenue 6,606,452 6,804,646 7,008,785 7,219,048 7,435,620 Hotel Revenue 5,284,159 5,442,684 5,605,964 5,774,143 5,947,367 Retail Revenue ($25/SF) 90,819 93,544 96,350 99,241 102,218 rtal Operating Revenue 11,981,430 12,340,873 12,711,099 13,092,432 13,485,205 rtal Departmental Expenses 970,983 1,007,874 1,046,183 1,085,963 1,127,273 1perating Expenses Management Fee (4.0%) 479,257 493,635 508,444 523,697 539,408 Property Taxes 1,529,341 1,575,221 1,622,478 1,671,152 1,721,286 Capital Reserve 287,366 287,366 287,366 287,366 287,366 Other Operating Expenses 2,318,194 2,387,740 2,510,115 2,637,683 2,716,813 otal Operating Expenses 4,614,158 4,743,962 4,928,403 5,119,898 5,264,874 )p Expense as % of Total Revenue 46.61% 46.61% 47.00% 47.40% 47.40% Income Sources & Uses % Residential SF Common Equity 35.0% 30,694,513 Preferred Equity 0.0% - Senior Debt 65.0% 57,010,000 Total Sources 100.0% 87,704,513 Land Costs 5.7% 5,000,000 Hard Costs 75.3% 66,060,403 Soft Costs 19.0% 16,644,110 Total Uses 100.0% 87,704,513 SF Summary: Residential SF 229,332 Commercial SF 3,500 Common Area SF 75,878 Hotel SF 42,300 Parking SF 126,925 Total SF 477,935 PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN 11. A visual description of the proposed Project. The Iowa City Downtown & Riverfront Crossings Master Plan offers the best local example of modern urban develop- ment guidelines. All aspects of the suggested pedestrian -oriented elements, park -like open / green space, streetscape- and careful management of public and private spaces apply directly to the proposed RFP site at Court and Linn. Immediately adjacent to the subject property, Linn Street Place is a modern, quality mixed-use development that pro- vides necessary community uses. The buildings activate the streetscape with retail and landscape elements; however, by occupying full blocks, they inherently limit the physical connection between downtown and the Court/Linn site. The proposed design consists of a mixed-use program, which includes three independent high-rise structures above a concealed 3 -story podium parking structure. Hotel, retail, residential and (flex) office space are included among these uses. Our redevelopment proposal aims to respond to all immediate and intermediate contextual conditions in conjunc- tion with meeting Iowa City's following goals for the project. Aerial Perspective PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Site Plan 11 _RETAIL EXTERIOR fAFE t- •LANO'SCAPEdAAEA I 2 F7AGRADE b4 PAAKAMENITY j 3 F y AUTO C�UAi GARAGE ENTRY HOTEL F > BELOW 1 6,770 SFIFLOOA b Q RESIDENTIAL ENTRY T j' _ +--- w�. z RESIDENTIAL a ` RESIDENTIAL + L 8,800 SFIFLOOA i' 11 +1.12,200 SFIFLOOA 1 �r POOL I AMENITY DECK �! 1507-8 PL. — — E. COURT ST NJ WAAYTRAIIIC E. HARRISON ST. TEND WAY TRAFFIC GARAGE ENTRY BELOW PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Typical Floor Plan with Unit Sizes 1 AODM 141 ROOM 01 OBE OREEN II -1 KING 1 NAB MO o2 KING X ELEC 1 ROOM 03 KING X ICE ROOM 04 KING ROOM 13 1 1 AOOM 05 OBE GREEN I 1 KING ROOM 1211 11 AODM Ofi OBE GREEN I KING 1 11 ROOM 07 AOOM111 KING DBLOOEENI h---- AOOMUB KIN - --� 11 KING AODM 101 OBE GREEN I 11 ROOM 09 o 1 IDUE GREEN UNIT 01 2BED 8505E UNIT 10 1 UNIT 02 2 -BED 1 1 1 -BED 8505E 11 1 5505E I � UNIT 09 11 1 UNIT 03 1 BED 1 1 2BED 5505E 11 8505E ONIT 08 1 r- 1 BED 1 5505E 11 ONIT 04 � 1 2BED UNIT 07 1 11 8505E 1 BED 1 5505E 11 1 ONIT 05 UNIT 06 1 11 2BED 1 BED `I' 9555E 670 BE I 150.57' P.L. F Z ' ? o N 3 11111. fLf`• 111 UNIT 01 UNIT 14 1" '1 2 -BED 2 -BED 1 1 9355E 2 -BED I ON IT 02 11 900 BE 8505F 1 2BED 11 X m UNIT 13 ' n 1 BED I 5505E 1 11111. fLf`• 111 ONIT 11 2 -BED I ON IT 02 11 8505F 1 2BED 8505E UNIT 11 11 11 UNIT 03 2 -BED 1 -BED 8505E 1 1 5505E - - - ONIT 04 BED UNIT 11 1 550 SF 2 -BER 850 BE 1 11 UNIT 05 - - _I 1 2 -BED UNIT 12 1 1 850 SE 1 BED 1 5505E 1 FX UNIT07 1 1 2 -BED 11 UNIT 06 9555E1 2BED a l925 BE Im � PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Typical Parking Level Plan E. COURT ST NJ WAAVTRAIIIO �150.57'P.L � UNEXCAVATED m d FrDTEE TYPICAL GARAGE FLOOR o- 1100 PARKING SPACES [' I �EA Ls. CRE TxTE 15078'P.L. 602 GARAGE ENTRY �B 03 GARAGE ENTRY IBELDVVI E. COURT ST NJOWAVTRAIIIO E. HARRISON ST. MOWAVTRAIIIL PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Plan Perspective Illustrating Open Space Encourage an urban, walkable neighborhood: +The adjacent buildings to the north crowd the north end of the Court/Linn site. In response, our proposed hotel structure extends to reach the north setback and define the streetscape, while the remainder of the site density recesses to invite pedestrian activity and the creation of park -like open/green space. + A small retail zone is planned at the front of the hotel building, enhancing this pedestrian open space and drawing the public realm into the site. + The public realm dissolves as it extends south, transitioning to a semi-public landscape plaza that extends the notion of streetscape into the neighborhood, despite the adjacent S Linn Street grade level dropping in elevation. + Although proposed as a fully developed site, the central landscape plaza provides pedestrian access across its full length and width. + The contrast of streetscape vs. central park space allows for a duality in the fapade design of the buildings. The urban street grid will be maintained at the exterior side, while elevations facing the courtyard will soften in comparison with subtle fapade relief and material/color changes. Visually, the treatment at the courtyard side will flow toward and wrap the Court Street fapade, accentuating the site design concepts and establishing pedestrian scale within the streetscape. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Consider a variety of uses for the Project: + The mixed-use nature of the program enhances the urban characteristics of the site and proposed design. +The site is in an optimal location for hotel and residential development, given the edge condition to the downtown and Riverfront Crossings neighborhood, and proximity to the University of Iowa campus. + Portions of Levels 1 & 2 of the East and West residential buildings are proposed as alternate "flex" office spaces, proposed to be connected by a transparent pedestrian bridge. Beneath this connector, a transparent security screen separates the semi-public landscape court from the private residential amenity deck to the south. Programmatic Section Diagram 15 12 RESIDE NTIALTONER BEYOND RESIDENTIAL RESIDENTIAL RESIDENTIAL RESIDENTIAL RESIDENTIAL RESIDENTIAL RESIDENTIAL HOTEL BEYOND RESIDENTIAL RESIDENTIAL RESIDENTIAL RESIDENTIAL ID RESIDENTIAL 12 RESIDENTIAL RESIDENTIAL HOTEL AM ENl1Y RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL RESIDENTIAL HOTEL LOBBY R[34ILi HOTELI➢B --RmPARKING 30100 ssF, . 72 SPACES RD2PARKING 45,3]0EST, . 100 SPACES RDS PARKING 43, 355 DOE,.L 100 SPACES 5 PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Aerial Perspective Looking Northwest Aerial Perspective Looking Southwest PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PROJECT DETAILS & DESIGN Street Level Perspective Looking South From Court Street Aerial Perspective at South End of residential Amenity Deck PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT SUSTAINABILITY 12. A description of the energy efficiency of the building, including anticipated efficiency above the base standard, and a description of sustainability features proposed to be included. CA has also taken careful consideration into constructing an environmentally friendly project. The project will utilize cer- tain LEED practices featuring Energy Star appliances and energy saving fixtures. The use of both sustainable and locally produced material reduces the carbon footprint associated with the project while boosting the City's economy. Lastly, the residential parking ratio meets the zoning requirements (0.5 space per 1 bedroom unit and 1 space per 2 bedroom unit) with an additional 25 spaces designated for the hotel and retail. This low parking ratio count encourages pedestrian mobil- ity and public corporation. MASTER PLAN OBJECTIVES CA has planned the project with careful consideration to both the Riverfront Crossings District and the South Downtown Subdistrict's master plan objectives. The construction of CA's project fulfills these objectives of the District: to improve the quality of residential options and serve as an extension of the downtown area. The combination of hospitality, residential and retail use presents a diverse mix as proposed by the South Downtown Subdistrict master plan objectives. The retail space, located at a key corner within the district, will serve as an additional amenity for residential tenants with the poten- tial to provide everyday necessities without the inconvenience of using a vehicle. EXHIBIT "B" LISTING OF LAWSUITS OR LITIGATION WITHIN Lawsuit or Litigation: CA Ventures' principals, development entities or members of the development team have never been charged with or convicted of a felony nor have any of these members been involved in a litigation within the last five years. Status or Outcome: N/A Comments: None. APPENDIX PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT CA VENTURES INFRASTRUCTURE CA's robust infrastructure marries centralized systems and management expertise with localized operational expertise. CA has a dedicated and skilled management team with significant experience in financing, acquiring, developing and manag- ing real estate properties. The management team combines comprehensive real estate knowledge with local experience anc a proven track record. CA is committed to providing high-quality projects that exceed expectations of residents, community and other project stakeholders. The ability to target the right opportunities and maximize stakeholder investment through a comprehensive property management and leasing plan distinguishes CA from other owners, operators and developers. CA INVESTMENT MANAGEMENT + Investment management + Asset management + Acquisitions and developments sourcing + Debt and equity structuring CA Ventures CA DEVELOPMENT MANAGEMENT + Entitlement process management +A/E qualification and selection + Design development and permitting +Construction management + Interior design and finish selections + Project scheduling and budgeting CA PROPERTY MANAGEMENT +Operations management + Marketing and leasing + Accounting services + Human resources and staff training +Tenant management 2004 CA Ventures Growth Present PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT TEAM BIOS Thomas Scoff I CA Ventures I Chief Executive Officer 1 312 994 0874 1 tscott@ca-ventures.com Thomas Scoff, founder and Chief Executive Officer of CA Ventures. A business strategist at heart, Mr. Scott applies his uncanny ability to spot accretive opportunities and to translate them into results for investors. Mr. Scott is recognized for his astute financial acumen, market insight, and extensive understanding of real estate investment, development and management. Brian Morrissey I CA Ventures I Chief Financial Officer 1 312 994 0872 1 bmorrissey@ca-ventures.com Brian Morrissey, Chief Financial Officer for CA Ventures, oversees CA's financial operations focusing on all analysis, reporting, and operating reporting. He also works with CA's property and development teams to maximize each projects' operating and financial returns to the investor community. John Dempsey I CA Ventures I Chief Operating Officer 1 312 239 1899 1 jdempsey@ca-ventures.com John Dempsey, Chief Operating Officer of CA Ventures and Principal of CA Office, is responsible for overseeing CA Ventures' daily operations and resource management, driving performance measurements, and ensuring maximum investor return through select development endeavors and/or strategically repositioning non-traditional and/or under-utilized assets. J.J. Smith I CA Ventures I Chief Development Officer 1 312 994 1882 1 jjsmith@ca-ventures.com J.J. Smith, Principal of CA Ventures, oversees all development and acquisition activities. He creates and maintains project budgets and schedules; performs site acquisition land assemblage; performs deal creation, entitlement, financial feasibility, due diligence, building design, construction contract procurement, lease negotiations, and program implementation. John Diedrich I CA Ventures I Vice President of Investments 1 312 994 1884 1 jdiedrich@ca-ventures.com John Diedrich, Vice President of Investments of CA Ventures, is in charge of investment oversight as well as the analyst and research groups. He is responsible for the oversight of CA's acquisition and development analytic process related to new deals as well as valuations and mark -to -market of CA's existing portfolio and providing our investors with regular updates on their investments. Dan Hrankowsky I CA Student Living I Director of Design 1 312 994 1874 1 dhrankowsky@ca-ventures.com Dan Hrankowsky, Director of Design, oversees CA Ventures' development management group, guiding construction projects from concept through completion. John Druffel I CA Student Living I Executive Vice President 1 312 239 1898 1 jdruffel@ca-ventures.com John Druffel, Executive Vice President, oversees development, acquisition and management of high-quality student housing assets in select U.S. markets. He also specializes in energy, with specific expertise in MEP design, energy efficiency, building operation and automation systems, and integrated controls. "lichael Yeagle ICA Student Living I Executive Vice President 1 312 994 1866 1 myeagle@ca-ventures.com . hael Yeagle, Executive Vice President of Leasing and Marketing of CA Student Living, works closely with v the development team to conceive a competitive product through unit mix, amenity offerings, building features, and leasing promotions. He develops and implements comprehensive strategic property marketing programs through market analysis, brand management, leasing, marketing, and staffing oversight. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT HARTSHORNE PLUNKARD ARCHITECTURE Founded in 1987, Hartshorne Plunkard Architecture is an award winning, full service architecture, interior and planning design firm located in Chicago's Fulton Market District. Leaders in new construction, historic preservation, green/sustainable, mixed-use and renovation projects, HPA design interpretations transform the way we live, work and interact with each other. The Hartshorne Plunkard design team is comprised of talent- ed, experienced and progressive architects and designers who thrive on each challenge presented. They utilize a single -studio approach that fosters creativity and cumulative, effective design strategies. They are like-minded problem solvers, innovators and partners throughout the building process. HPA's design approach involves a creative response to the unique attributes of each project. They have a proven track record of successfully meeting their client's budgetary and schedule requirements, as well as effective administration of the process. The result of their approach is a seamless delivery of beauti- ful, sustainable and creative design solutions. As part of their practice and mission, they consider not only the aesthetics of a project but also how they designs impact the environment, and they utilize renewable resources whenever possible. PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT BEAL DERKENNE BIO Beal Derkenne Construction (BDC) was established in 2010 and has quickly emerged as a preferred Con- tracting partner across numerous product types and marketplaces. Lean in size, heavy in experience - their skillsets, drive and passion for what they do are the essentials that set them apart in the market. Headquartered in Des Moines, Iowa, BDC's operations extend to Arizo- na. Nebraska and Missouri. In a short period, the company has successfully executed close to 1,000,000 SF in projects, with another 650,000 SF currently under construction. BDC's position in the market is unique, having the size, structure and experience to be competitive on projects of all sizes. BDC is redefining the traditional roles and expecta- tions of project execution. They talk a different talk and actively steer the focus of all parties towards timely fruition. Their existing relationships, experi- ence and entrepreneurial skill sets continue to trans- late into project opportunities and successes. BDC's primary focus is to offer an unparalleled build- ing and development experience for our clients. A wealth of construction knowledge and a proven track record of project delivery success, complements their mission to create an experience for their clients that is above and beyond the standard. o 4E — -'C'.1 1 F". PRIVATE DEVELOPER PROPOSAL FOR COURT/LINN REDEVELOPMENT SITE HOSPITALITY. RESIDENTIAL & RETAIL MIXED-USE DEVELOPMENT PARTNER CONTACT INFO & REFERENCES HPA Contact: James M. Plunkard, Hartshorne Plunkard Architecture, 323 N Carpenter St., Chicago, IL 60607 jplunkard@hparchitecture.com, 312-226-4488 BDC Contact: Andrew Beal, Beal Derkenne Construction, LLC, 506 3rd St., Suite 300, Des Moines, IA 50309, 515-650-7807 Fifth Third Bank Contact: Bill Suenkens, Fifth Third Bank, Commercial Real Estate, 222 S. Riverside Plaza 33rd Floor, Mail Drop GRVR3B, Chicago, IL 60606, william.suenkens@53.com, 312-704-4104 References: 1. Bill Suenkens, Fifth Third Bank, Commercial Real Estate, 222 S. Riverside Plaza 33rd Floor, Mail Drop GRVR3B, Chicago, IL 60606, william.suenkens@53.com, 312-704-4104 2. Katie Janik, Private Bank, 120 LaSalle St., Chicago, IL 60603, kjanik@theprivatebank.com, 312-564-1284 3. Elizabeth Hozian, BMO Harris Bank, 111 W. Monroe St. / 115 S. LaSalle St., 5th Floor East, Chicago, IL 60603, Elizabeth.Hozian@bmo.com, 312-461-7984 4. Robert P. Mathias, Harrison Street Real Estate Capital, 71 S. Wacker Drive Suite 3575, Chicago, IL 60606, RMathias@harrisonst.com, 312-920-1852 5. Craig Przygoda, Associated Bank, 525 W. Monroe St. Suite 2400, Chicago, IL 60661, Craig.Przygoda@AssociatedBank.com, 312-544-4637 STUDENT L4 A IVING Private Developer Proposal for the Court St. / Linn St. Redevelopment Site HOSPITALITY, RESIDENTIAL & RETAIL MIXED-USE JJ Smith, Chief Development Officer 312 994 1882 jjsmith@ca-ventures.com John Diedrich, VP of Investments 312 994 1882 jdiedrich@ca-ventures.com CA Ventures 1 161 N Clark I Suite 4900 1 Chicago, IL 60601 Linn I Court Lofts Response to Request for Proposal for the Submittal for a Private Developer Proposal for the Court and Linn Street Redevelopment submitted by July 16, 2014 Linn I Court Lofts Court Street / Linn Street Redevelopment Project Table of Contents: Items: Table of Contents...............................................................................Page 1 1. The proposal submittal signature form - ExhibitW....................................... Page 2 2. Letter of Interest on the proposer's letterhead ............................................. Page 3 3. Primary contact person and contact information .......................................... Page 4 4. Legal name and address of the development entity ..................................... Page 4 5. Identification of the legal entity with whom the City would contract .................. Page 4 6. Development Team organizational chart/Team Bios.....................................Page 5 - 7 7. A description of Proposer's Previous Experience ........................................ Page 8 - 10 8. Proposer's financial capacity to obtain permanent financing, including letters of interest from lenders and/or tax credit investors .............................. Page 11 - 13 9. Proposer's plan for construction and financing of the Project including ............. Page 14,15 a. Organization and management approach to the Project; b. General schedule for completion of the Project acquisition; c. Description of a general plan for construction loan and permanent financing, copies of any letters of intent from prospective purchasers and/or tenants; d. Description of the marketing approach to secure purchasers or tenants; e. Property purchase price and the explanation of the purchase price 10. Public financial participation including....................................................... Page 16 - 20 a. Preliminary project building costs, preliminary pro forma and sources and uses of funds, illustrating anticipated and/or potential financing sources; b. Proposed amount and description of gap financing assistance for the project. Section 4 provides a link with more information; c. Description of how public financial participation will further the City's economic development goals; d. Description of how the Project addresses and corresponds to market demands and conditions. A market study may be required as a condition of financial assistance. 11. A visual description of the proposed Project...............................................Page 21 - 29 a. Conceptual drawing or schematic; b. Conceptual square footage of commercial and/or office space; c. Conceptual square footage and size of residential units; d. Conceptual layout of commercial and residential floors and parking; e. Conceptual visualization of the pedestrian -level fagade. 12. A description of the energy efficiency of the building .................................... Page 30 13. Exhibit„B••........................................................................................... Page 31 14. References from financial institutions, city governments, and Community organizations that will permit the City to verify the capabilities of the proposer... Page 32 - 38 15. The identity of any unique resources, capabilities or assets which the proposer would bring to the Project....................................................................... Page 39,40 1. Linn I Court Lofts Court Street / Linn Street Redevelopment Project 1. The proposal submittal signature form (copy attached as Exhibit "A"). EXHIBIT "A" Proposal submittal signature form The undersigned attests to his/her authority to submit this proposal and to bind the firm herein named to perform if the firm is selected by the City of Iowa City. The undersigned further certifies that he/she has read the Request for Proposal, terms and conditions, and any other documentation relating to this request; has complied in all respects with all conditions hereof, and this proposal is submitted with full knowledge and understanding of the requirements and time constraints noted herein. The undersigned hereby further acknowledges that it accepts the terms of the Request for Proposals in its entirety and by the submission of its proposal hereby waives any claims or claims to irregularities that arise out of such RFP, the process employed by the City to solicit and develop proposals, or the RFP evaluation process described in the RFP, and agrees to release and hold harmless the City, its employees, agents, and consultants from any claim, loss, or damage arising therefrom. The undersigned hereby authorizes any person, firm or corporation to furnish any credit history and financial condition or other information required by the City to verify information related to the firm's submission to the City. I hereby certify, on behalf of the undersigned firm, that the above information is true and correct to the best of my knowledge N e ands Q that the City may rely on the information provided. V Firm name: V . V►5K D , =-%G . Home office address: 13 WyogJCtGs4 Lt.. NE City, state, zip: = e w e. Co; 4.v _ MA S Z-LWO Name and Title of Representative: Name: Signatt Date: Z4,414 14i. 7.014 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 2. A signed letter on the proposer's letterhead indicating an interest in the Project. July 15, 2014 t4hanson.c City Clerk City Hall 410 East Washington St. Iowa City, IA 52240 RE: Private Developer Proposal for the Court St. / Linn St. Redevelopment Site, Iowa City, IA City Clerk, The CG Hanson, Inc. development team is excited to express our interest in being considered as the developer for the mixed-use project to redevelop the east half of Block 1, County Seat Addition, bounded by Court St. on the north, Linn St. on the east, Harrison St. ( vacated ) on the south and a north -south alley on the west. Our project is a mixed-use twelve (12) story urban building featuring residential units with an emphasis on providing housing for active seniors who desire to remain connected to a University campus, providing a healthier, more stimulating lifestyle for older adults. Linn I Court Lofts is designed to include commercial spaces that encourage learning and living a healthy lifestyle. Commercial space has also been allocated to offer companies a place that will create more employment opportunities and help to retain a skilled workforce in the downtown area. This proposal also contains residential units that will be within workforce housing rental and purchase guidelines. We believe this project has the potential to re -vitalize the area and bring a multi -generational community adjacent to a student population to encourage interaction with residents that results in a positive experience for all. Every element of design has been done with a focus on Environmental Sustainability. We've designed to maximize the energy efficiency as well as providing a vibrant, high quality place to live and work. Open space has also been provided as flex space in the event there is interest in having an amenity such as a fitness center, lecture room, computer room, etc. The marketing team will work diligently to attract high quality retailers and food purveyors which will further the city's goal to have an active frontage. I want to personally thank you for the opportunity and look forward to present this for review. Please don't hesitate to contact us should you have any questions. Sincerely, CG Hanson, Inc. Charlie President 13 Woodcrest Lane NE, Iowa City, Iowa 52240 cghanson.com Iowa 319.333.8979 fax 319.333.1761 3 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 3. Primary contact person and contact information. Charlie Graves 13 Woodcrest Lane NE Iowa City, Iowa 52240 Email: charlie(a)cghanson.com Phone: 808.281.7771 4. The legal name and address of the development entity, including all joint ventures, limited partnerships and limited liability companies, and the percentage of interest of each. Proposers are encouraged to include size of their firm, parent company if applicable, and officers/principals of the firm. CG Hanson, Inc. 13 Woodcrest Lane NE Ohmson,ill: Iowa City, Iowa 52240 (Charlie Graves, President) 5. Identification of the legal entity with whom the City would contract, whether the entity exists currently or would be created for the purpose of this project, and the names and titles of all parties authorized to act on behalf of proposer. Linn I Court Lofts, LLC" 13 Woodcrest Lane NE Iowa City, Iowa 52240 Members Include": Charlie Graves George Hollins "additional investors may be added "Linn I Court Lofts, L.L.C. is to organized for the purposes of responding to the City's Request for Proposals: Private Developer for the Court St / Linn St Redevelopment Site, Iowa City, IA and developing that property if selected as the preferred developer. Its members are committed to excellence in the design, construction and redevelopment in Downtown Iowa City. ! 4 Linn I Court Lofts hms o1 1:NC R O H R 6 A C H A S S O C I A T 1 S PC A R C H I T E C T S •c • CAAVU CONf1NUCIIVN CUWANY, INC. Court Street / Linn Street Redevelopment Project 6. An organizational chart showing all members of the proposed development team including but not limited to developer, management agency, legal, design professionals, and consultants. Contact information should be provided for each team member. Developer: CG Hanson Inc. Charlie Graves 13 Woodcrest Lane NE Iowa City, Iowa 52240 Email: charliegcghanson.com Phone: 318.333.8979 Design Professional: Steven A. Rohrbach AIA Rohrbach Associates PC 325 E. Washington Street Suite 400 Iowa City, Iowa 52240 Email: srohrbachorohrbachassociates.com 319.338.9311 Management Agency To be determined Consultants General Contractor: John Calacci Calacci Construction Company 207 Scott Court, Iowa City, Iowa Email: John.Calaccigcalacci- construction.com 319-354-7000 Legal: To be determined Design Engineers - MEPT Engineering M213 -Structural Engineer HBK - Civil Engineer 5 Linn I Court Lofts Court Street / Linn Street Redevelopment Project Developer — CG Hanson, Inc. — Firm Bio CG Hanson, Inc. established in 2009, is an Iowa City real estate development firm offering community and economic planning, land acquisition and real estate development services in commercial real estate. CG Hanson is managed by Charlie Graves and George Hollins, both long term residents of the area. Originally from Peoria, Illinois, Charlie attended Illinois Central College and University of Texas at Arlington. During and after college he worked for Dean Witter, Reynolds as a stock broker before opening Kalona Furniture Co. from 1998-2003 as well as owning the Kalona Locker from 1998-2004. He joined Miron Construction in 2006 as VP Project Development until forming CG Hanson in 2009. Design Professional — Rohrbach Associates PC — Firm Bio Rohrbach Associates PC was founded in Iowa City, Iowa to provide leading edge, full-service Architectural, Landscape Architecture and Interior Design Services to Eastern Iowa and the Midwest Region. The firm is led by architects Steven A. Rohrbach AIA, Kenneth J. Berzinski II AIA LEED AP, Kenneth A. Stirm III AIA and William T. Downing AIA. A combined 90 years of architectural experience enables our firm to provide a wide range of services including Programming, Master Planning, Design and Documentation, Construction Administration, Post Construction Services, Project Management, Building Evaluations, Sustainable Design/LEED Processing and Stewardship Planning. The firm is built upon the concept of personalized service and design. We believe that successful building design reflects a concentrated interactive effort between the owner and architect. This ensures that all interests are satisfied within a functional and economic framework. This is achieved through experienced management in all phases of the project. Successful projects require an honest, trusting relationship between the owner and architect. We specialize in technical projects that require special training and services from the architect such as University Buildings, Educational Facilities, University Residence Halls, Research Facilities and Laboratories, Hospital and Healthcare Centers, Medical Office/Clinic Facilities, Financial Institutions and Commercial Multi -use Buildings. General Contractor — Calacci Construction Company, Inc - Firm Bio Calacci Construction Company, Inc. is a full service general contractor based in Iowa City, IA. Founded in 2008 we offer a full range of construction related services including new construction, remodeling, maintenance, machinery moving, rigging, millwright and design -build services. We primarily serve the commercial, institutional and industrial construction markets in eastern Iowa but we have completed projects nationwide for a variety of customers. Consultants —Firm Bio's Design Engineers PC — Mechanical Electrical Plumbing and Telecommunications At Design Engineers we provide proactive engineering excellence in Mechanical and Electrical Engineering design. We are collaborative designers of efficient, sustainable, and durable building systems. We are tenacious problem solvers, energized by complex engineering challenges. Insightful Engineers: We are proactive in serving our clients in a way that identifies clear solutions to complex challenges. We do this by listening carefully, researching comprehensively, anticipating effectively, designing creatively, recommending thoughtfully and executing beyond expectations. 6 iii: Linn I Court Lofts Court Street / Linn Street Redevelopment Project Sustainable Partners: We are committed to collaborative, sustainable design. The key to sustainable design, in all its meanings, is collaboration and integration among all members of the project team and with the environment at large. Our responsibilities for projects are shared, as are our successes. Problem Solvers: We are tenacious problem solvers. We do this by working in a culture of accountability where we accept responsibility and take ownership in our projects. We think innovatively to improve existing systems to perform beyond expectation and to make new systems that work better than old ones. We are committed to remaining actively involved in our projects until these goals are realized. A Bold Vision for the Future: We aspire to nothing short of becoming your top choice for the most challenging engineering projects. We have a talented and professional staff of 42 individuals, including 14 Mechanical Engineers and 12 Electrical Engineers. Our team's credentials include 15 PEs, 10 LEED APs, an RCDD, 2 LCs and a CMVP. Design Engineers has been doing exceptional work for over thirty years. We hire only the best and are committed to working with owners, architects and contractors to create sustainable design solutions. M213 Structural Engineers: Providing services from their Cedar Rapids office, as a team, Lynn Boettcher, Michael Brenneman, David Rasmussen and Joshua Pearce have tackled structural design problems on mixed use commercial, medical, residential, and industrial buildings both new and renovated. Their principle clients are design offices located in Iowa, but projects have been built from Florida to Oregon, Minnesota to Missouri. The staff maintains Professional Engineering Registrations in numerous states - M213 has provided structural design services for the following mixed use commercial projects: Park at 201, Plaza Towers and Whiteway 2000 in downtown Iowa City, Iowa Plaza on 6" and Ward Commercial Building in Coralville, Iowa HBK—Civil Engineering HBK Engineering, LLC is a licensed, professional design firm with offices located in Iowa City, Iowa, downtown Chicago, Oakbrook, IL, and the Philadelphia suburb of Norristown. HBK provides Civil, Structural, Electrical and Subsurface Utility Engineering, as well as Construction Project Management, Stormwater Design & Management, GIS, Licensed Surveying, and Permitting services. Their Iowa City staff includes qualified, experienced and licensed Professional Engineers, assisted by highly competent Project Managers and Designers to provide you with reliable, professional results in many facets of engineering services. They offer a combination of experience in engineering design, construction management, and innovative problem solving that is unique in the industry. The scope of their projects range from small municipal projects to major infrastructure improvements for commercial developments, large universities, and major corporations. Linn I Court Lofts Court Street / Linn Street Redevelopment Project 7. A description of proposer's previous experience, including a brief description of at least two mixed-use projects where the proposer played a substantial role. The descriptions should include the specific role of the proposer and the current status of the projects. Sufficient reference contact information should be provided for each project in order to permit the City to verify the information. 210 and 211 51" Street, Kalona, Iowa — redeveloped by CG Hanson, Inc. 210 5`" St. is a mixed use building located in Kalona, IA which contains retail, office and warehouse / storage space. It was purchased by Charlie Graves in 1997 and required a complete tear out and re -construct. 211 5`" St. is a mixed use building located in Kalona, IA which was originally purchased in 1998 and operated by Charlie Graves as a meat processing facility and later remodeled and contains over 8,000 sq. ft. of retail space and 2,000 sq. ft. of warehouse / storage space. As a part of the CG Hanson Inc. development team, George M. Hollins, P.E., PMP has been responsible for over $1 billion in capital project value in his thirty year career as a professional engineer and administrator. He has worked on projects ranging in value from a few thousand dollars to over $100 million — as well as programs and portfolios valued at several hundred million dollars. George has served in key administrative roles throughout his career including University Business Manager and Director of Design and Construction Services for the University of Iowa; Associate Director for Business and Finance for the Iowa Board of Regents; City Engineer for West Des Moines, Iowa; and Development Coordinator for the City of Westminster, Colorado (at that time, Colorado's fastest growing city). George served as owner's representative / project manager for the University of Iowa in converting the former Menard's to Art Studios and Classrooms; developing Music Department Offices, Classrooms, and Rehearsal spaces in lower floors at Capitol and Court Streets; renovating the former fraternity building along River Street into Theatre Department offices and classrooms; reenergizing Old Capitol Mall into the multi -use Old Capitol Town Centre; and developing the BioVentures Center as a public / private partnership at the University Research Park among countless other projects. 8 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 316 Madison — in planning, area: 163,000 SF, costs: $24M (Reference: Charlie Graves) Developed by CG Hanson Inc., Designed by Rohrbach Associates PC 316 Madison is a proposal for a fifteen (15) story residential building catering to university students. The street level entrance and lobby feature a concierge, mailroom and grand stair leading to a mezzanine featuring plush seating, pool tables and other amenities. A planned retail space on the ground floor is intended to provide various sundries and food items for the student population in the building and surrounding area. The professionally managed building contains 126 residential units ranging in size from efficiency to three bedrooms. Each bedroom will have its own bathroom and every unit is furnished with a gracious full-sized kitchen and en -suite laundry. The building cuts a striking silhouette clad in glass, metal and brick. Floor to ceiling windows on the west and east facades provide stunning river and downtown views. The Chauncey — in negotiations with the City of Iowa City, area: 160,000 SF, costs: $49M (Reference: City of Iowa City/Marc Moen) Designed by Rohrbach Associates The Chauncey is a mixed-use fifteen (15) story urban building featuring an arts and entertainment theme. The project will bring two new FilmScene movie theaters, two floors of 12 bowling lanes and art and sculpture gallery space to downtown Iowa City. Up to 35,000 SF of Class A office space is proposed with Rohrbach Associates PC moving into and owning a partial office floor. The Chauncey is designed to include 35 hotel guest rooms with residential units above. All 60,000 SF of the residential units at The Chauncey will be structured as condominiums. A minimum of five of the residential units will be set aside for workforce housing rental and purchase guidelines. The Chauncey is a glass, metal and terra cotta urban building clad with exterior design elements that clearly delineate the functional areas within the building. The use of warm colored terra cotta and metal panels will allow the building to transition from the "cool' central business district on the west to the "warm" residential areas to the east. Linn I Court Lofts Court Street / Linn Street Redevelopment Project The University of Iowa - West Campus Residence Hall, Iowa City, Iowa — under construction, area: 180,000 SF, costs: $35M (Reference: UI Facilities) Designed by Rohrbach Associates PC. The ten story residence hall will consist of nine residential floors, including six floors of Living Learning Community (LLC) room configurations, and three floors of mixed Cluster (double loaded corridor) and LLC type room configurations. Floors 2-7 are the Living Learning Communities. There are a total of 12 LLC units, which are communities designed to promote the university's living/learning programs, accommodating 324 students in double rooms and 12 Resident Assistant rooms. The unit type will be unique to the University of Iowa's campus and will accommodate living/learning communities of up to 28 students and 1 RA per LLC. Each LLC has a pod of 5 unisex bathrooms, an enclosed group study room, and a lounge with dining space. Public amenity space is planned for the ground floor which will accommodate the hall staff offices, student laundry, seminar room, a large multipurpose room and lounge. Plaza on 5th 8 Coralville Center for the Performing Arts, Coralville, Iowa — built, area: 148,000 SF, costs $23M (Reference: City of Coralville/McComas Lacina) Designed by Rohrbach Associates PC Located on the corner of Fifth Street and 12th Avenue in Coralville, Iowa, the 125,000 SF mixed use six story building features shopping and dining experiences with local flavor on the ground floor. One floor up, class A commercial office space is available for businesses. The four floors above offer upscale residential housing units. A connected theater is the first theater facility for the City of Coralville. The 7,800 SF space features a proscenium style theater and a 400 -seat auditorium and lobby. The University of Iowa - College of Public Health Academic Building, Iowa City, Iowa, built, 130,000 SF, costs: $47.7M (Reference: Dean Sue Curry) Designed by Rohrbach Associates PC This building is organized as twin five -story wings which house the program on either side of a central atrium, known as the "dialogue The dialogue space is the public, interactive zone of the building, promoting collegiality and collaboration among the users. The exterior view of the building is designed to reflect the building's diverse inner life. 10 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 8. A description of the proposer's financial capacity to obtain acquisition, construction, and permanent financing, including letters of interest from lenders and/or tax credit investors. A discussion of the financing sources and partnerships utilized for prior projects and references from these parties are also welcomed and encouraged. We have an excellent and long standing relationship with our lenders. Our equity position in current holdings, and individual investors committed to the proposed development, place us in excellent position to obtain construction and permanent financing. See Letters of interest from lenders below. Prior and current projects utilized banking institutions and life companies sources with success for all parties. Letters of Interest from Lenders 1. Hills Bank and Trust Co. pg. 12 2. University of Iowa Community Credit Union pg. 13 Nills Bank and Trust Company July 15, 2014 Charlie Graves, President CG Hanson, Inc. RE: former St Pat's Church site project Dear Charlie: 10092 N11 STREET CORALVILLE IA 52241 PHONE (319) 351-8000 1-800-445-5725 FAX (319) 351-2529 This letter is to confirm that we have seen the preliminary schematic renderings for your proposed building project and have had discussions with you regarding the financing of this project. Based on what has been proposed and discussed thus far, I can confirm that Hills Bank & Trust Company will certainly have interest in providing financing for this project. Please keep us informed as further information and details become available. Thanks for the opportunity to assist you with this project. Sincerely, r Tim D. Finer Senior Vice President 12 July 14, 2014 319-339-1000 or 800-397-3790 • www.uiccu.org Commercial Services PO Box 2240, Iowa City, Iowa 52244 Charlie Graves, President CGHanson Inc. 13 Woodcrest Ln. NE Iowa City, IA 52240 RE: St. Patrick's site Iowa City Dear Charlie, Please let this letter serve as University of Iowa Community Credit Union (UICCU) "letter of interest" to provide financing for the development of the St. Patrick's site. We appreciated the opportunity to review your plans for the site. If you have any further questions, feel free to contact me at 319-341-3074 or swilson@uiccu.org. Sincerely, S tt Wilson r. Vice President Commercial Services 13 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 9. A narrative describing the proposer's plan for construction and financing of the Project. This should include: a. Organization and management approach to the Project; The Developer (CG Hanson, Inc.) The Design Professional (Rohrbach Associates PC) and the General Contractor (Calacci Construction Co. Inc.) have worked closely together to create an urban, downtown -density building. We are committed to excellence in design, materials, management and urban uses to create a dynamic facility. The developer has been, and will continue to be, intimately involved with decisions regarding configuration of all areas (common areas, retail, office, and residential); uses that will be represented in the building; layout of residential units; drafting of the horizontal property regime in a manner that maximizes the potential of the building and synergy between the mixed uses; and marketing of the building. The Developer will continue to work as a "hands-on" partner in seeing this project through to completion. The Developer and Team will work closely with the City, University and others to ensure an optimal project is completed. A management organization will be hired to manage the building when complete. b. General schedule for completion of the Project following property acquisition; From the experience with the negotiation of the Chauncey, Rohrbach Associates has reviewed scheduling this project from the approval of the Developer Agreement because the site acquisition could come after the start of design on the project. We offer the following preliminary schedule for the planning, design and construction of a 12 story, 330,000 GSF site redevelopment and building project: c. Description of a general plan for construction loan and permanent financing, copies of any letters of intent from prospective purchasers and/or tenants; Charlie Graves and CG Hanson, Inc. have relationships with both UICCU and Hills Bank and Trust. In addition, we also work with Life Insurance companies, Pension Funds, and private debt / equity firms across the U.S. who is poised to invest in sound real estate developments. We believe this places us in an excellent position to secure construction and permanent financing for this project. 14 Linn I Court Lofts Court Street / Linn Street Redevelopment Project d. Description of the marketing approach to secure purchasers or tenants; Charlie Graves possesses a current real estate sales license which is held by Skogman Realty, Coralville, IA. Skogman Realty will provide resources to market both the residential and commercial properties including print and web based advertising. With 9 offices and over 240 experienced agents, their network provides maximum marketing exposure and results. We are also currently having discussions with local and national retailers, restaurants, local healthcare organizations as well as management companies specializing in senior facilities. Cafeteria Alternatives, Inc. of Peoria, Illinois has expressed interest in managing any food related components. Office Levels: The Downtown Iowa City Market Niche Analysis commissioned by the City of Iowa City and completed by Marketek in 2007 concluded that downtown Iowa City has the potential to capture 50,457 SF of new office space per year from 2004 to 2014. The Marketek report also concluded that a passive approach to downtown office development, however, would likely result in the achievement of only a fraction of its estimated potential.' No Class A office space has been added downtown since the Marketek report was completed. To capture new office user's office space must be developed proactively. There is demand for well located, well managed, quality properties downtown evidenced by: • Consistent 100.0 occupancy and continued strong sales at other Downtown Developments Serious requests from numerous prospective tenants and buyers (commercial and residential) requesting detailed information on pre -sales and pre -leasing on downtown projects. e. Proposed purchase price and the explanation of the purchase price for the Project property. Fair Market Value should be determined by an appraisal which factors in the restrictions on the uses within the new development. 15 iii: Linn I Court Lofts Court Street / Linn Street Redevelopment Project 10. If public financial participation is contemplated / requested, a narrative and information including: a. Preliminary project building costs, preliminary pro forma and sources and uses of funds, illustrating anticipated and/or potential financing sources; b. Proposed amount and description of gap financing assistance for the Project. Section 4 provides a link with more information; Costs: Site acquisition, Construction cost and Architectural/Consultant fees $52,027,050 Survey, Printing, Soil testing, Construction testing $ 120,000 FFE $ 1,735,000 Insurance during construction $ 30,000 Construction interest $ 2,663,784 Total $56,575,834 Equity and borrowed funds $42,432,000 Gap (Tax Increment Funding or City Assistance) $14,144,000 Income Commercial Rents $ 837,650 Residential Rents $3,256,440 Total Gross Rents $4,094,090 Expenses Maintenance, Repairs, Utilities, Insurance, Service Contracts, etc. ( Not passed thru ) $ 577,089 Property Taxes ( Not passed thru ) $ 418,120 Total non -pass thru $ 995,209 NOI $3,098,881 Total Property Tax Projections ( Completed ) $1,460,285 c. Description of how public financial participation will further the City's economic development goals; Linn I Court Lofts is requesting financial assistance from the city. By providing assistance, the project can become a viable, productive entity which will help to enhance the employment base by attracting high quality employers. It will also promote highest and best use of the land and encourages better housing and services to the citizens of Iowa City. The property will increase both the residential and commercial property tax base as well. 'I� 16 Linn I Court Lofts Court Street / Linn Street Redevelopment Project d. Description of how the Project addresses and corresponds to market demands and conditions. A market study may be required as a condition of financial assistance. I. University Based Retirement Community (UBRC) A. Components of UBRC University Based Retirement Community (UBRC) has recently emerged as an attractive housing alternative for the aging population. A UBRC is built around the concept of apartments for life featuring universal design and connective technology. An apartment for life is designed to accommodate inhabitants with a wide range of physical abilities and impairments, and includes attractive and discrete features that are adaptable to age —related changes in the need for health care and other support. This built-in adaptability, known as universal design, ensures that the residents are able to carry out the activities of daily life even if they suffer an injury or experience an illness that limits their mobility. The intent of the apartment for life is to offer housing for the remainder of life. An apartment for life is designed to prevent the need to discharge an older adult from a hospital into a nursing facility; it also removes any compelling reason for an older adult to move into another home or residence even as their health decreases and end of life approaches. Moreover, in contrast to nursing and assisted living facilities which require older adults to move into new living spaces as their healthcare needs increase, apartments for life should be the last move a person has to make. An apartment for life should also be situated within a livable community for successful aging, the vital components of which are affordable and accessible healthcare, education and leisure programs. The need for healthcare is fairly straightforward: as people age, they need care for their chronic and acute illnesses or injuries. They may also come to need assistance with the activities of daily life and day care services. It is important, therefore, for a community to be able to provide access to these services. In addition, access to education on topics such as financial literacy, second career options, and successful aging can help older adults retain their independence, while courses in topics such as art, science, and history, provide intellectual stimulation and present an opportunity for intergenerational interaction. Similarly, leisure activities promote wellness and civic engagement, and a generally greater level of social interaction. Each of these is an essential part of the livable community that can support apartments for life. Fortunately, with its excellent supply of healthcare, education and leisure opportunities for older adults, Johnson County already has been designated a livable community, and as such, provides the sort of environment that would facilitate the success of a UBRC development. Developing partnerships with individuals and programs from the local campus is another key aspect of the UBRC concept. Through such partnerships, the UBRC entity and the university are able to take advantage of the resources each has to offer. For example, residents of the UBRC may audit courses, receive discounts on the price of attending campus events, and be provided access to campus libraries. In turn, members of the university community may be afforded access to the amenities of the UBRC development such as a wellness center or 17 Linn I Court Lofts Court Street / Linn Street Redevelopment Project retirement services. This not only provides reciprocal benefits to the members of the university and residents of UBRC, it encourages interaction among the members of those respective groups. Such interaction is important and what makes UBRC distinct from traditional retirement communities. Fortunately, like Johnson County, the University of Iowa already offers a range of educational, research and other programmatic activities most relevant to older adults through the Aging Studies Program, the Aging Mind and Brain Initiative, and the Center on Aging. B. Current Supply of Senior Housing Currently, senior housing following the UBRC model does not exist in Iowa City. A 2006 housing report prepared by the Johnson County Consortium on Successful Aging found an inadequate supply of senior housing that was attractive and affordable to middle income seniors, defined as those who do not qualify for assistance programs nor have sufficient wealth as to afford the entry fee required by local continuing care retirement communities.' There also is a lack of affordable and attractive senior housing adjacent to the University of Iowa campus. This particular finding was not only affirmed by more than 500 seniors who completed the survey but also by local housing developers and realtors who were interviewed as part of the study and reported a lack of affordable housing options for seniors. This is not to say that there are no affordable or attractive housing options for seniors in Johnson County, but it is clear that those that are affordable to middle income seniors typically do not feature the apartment for life design nor are physically located near campus. C. Current Demand for UBRC According to the 2006 housing report, there is strong demand in Johnson County for new construction that incorporates design features that promote older adults' ability to age at home. In addition, seniors reported that access to healthcare, education and leisure services is important. The demand for development of housing suitable to aging persons that incorporates healthcare, education and leisure pursuits has now persisted for nearly a decade in Johnson County. Current Census data also reveals that population projections issued by the Consortium in 2005 have fallen significantly short of the actual population of older adults that live in the county. This means that the demand for affordable senior housing also has likely exceeded expectations. A 2012 survey of the University of Iowa employees provides additional support for the demand related to affordable senior housing. Among the 3,200 employees who responded to the survey, nearly 43% reported that their current home would be hard for someone over the age of 65 to live in. Of those not desiring to remain in their homes, 90% expressed interest in a livable community that includes affordable housing, healthcare and supportive services, and access to education, leisure and transportation. 18 Linn I Court Lofts Court Street / Linn Street Redevelopment Project Similarly, a recent study of employees and staff at Indian Hills Community College was consistent with the results noted above. Survey respondents expressed a substantial desire to remain in their current homes for the rest of their lives, but many acknowledged their current living arrangement would be hard to live in for someone over the age of seventy-five z Likewise, those respondents also largely agreed that they would consider moving into a housing development that incorporated design features that would allow them to live there for the rest of their lives.' Finally, a 2012 report from the Milken Institute ranked Iowa City the second best small metro area for successful aging ° The report lauded the healthcare services available, but expressed specific concerns about city's high cost of living compared to its senior housing demand -5 II. The Project A. Overview This proposed UBRC development is designed to respond to the health, education and leisure needs of the aging population in Iowa City, as noted above. Accordingly, the UBRC development will be built according to the principles of universal design and will include apartments that are affordable to a range of financial capacities. It will also incorporate common space for the use of the residents as well as commercial space that will be rented to businesses serving the residents while attracting non-resident community members. It will also incorporate technology that allows residents to remain connected to their health care providers and community, and will take into account energy efficiency considerations. A. Interior of Apartments Apartments will include extensive universal design features, or features that are accessible to people with a wide range of physical abilities. This means that hallways and doorways will be sufficiently wide to accommodate mobility devices. Handles and switches will be easy to manipulate and outlets will be located so as not to require bending and stooping. Other features will be adaptable to suit the current needs of the resident. For example, cabinets will be made removable so that a wheelchair can roll up to a counter, and counter heights will be adjustable as well. Walls will be reinforced so that grab bars may be installed as needed. The apartments will also be varied in size and shape to accommodate a range of needs. There will be three to four different sizes and layouts available, and each may be outfitted with customized finishes. Regardless of layout or finish, each apartment will conform to the principles of universal design and will incorporate smart home technology. 19 Linn I Court Lofts Court Street / Linn Street Redevelopment Project B. Common Space There will be additional space allocated for residents' use in pursuit of either healthcare, education or leisure. To that end, the common space may contain a wellness center where the residents can exercise and attend classes designed to promote health literacy in the aging population. Common space may target educational needs as well. It may include a classroom in which university courses will be taught and made accessible to the residents. This would present an additional opportunity for intergenerational interaction and to foster a relationship with the university community. Common space dedicated to education may include an emeriti center that would support retirees of the university, both residents and nonresidents, with educational programs and leisure activities and advocacy on behalf of university emeriti. C. Commercial Space Part of the UBRC development will be left available for commercial lease to businesses that will serve the residents of the UBRC development as well as the community at large. One example would be a consignment shop, where residents could bring their used items to be sold to students and other community members. Another possibility would be a restaurant offering healthful menu items that would provide service delivery to the residents and would also be open to the general public for a sit-down meal. Other examples would be a convenience shop that carries household and food items, or a coffee shop that could also serve as a social gathering place. Any of these businesses could provide employment opportunities for the residents who prefer to work. The central idea is that the services offered should be targeted toward both UBRC residents as well as the community, so they must be attractive to a diverse population of consumers. These commercial enterprises create another opportunity for the UBRC development to provide a benefit to the community and facilitate interaction among the residents of the UBRC development and other customers of the businesses, be they students or other community members. 14000 12000 10000 8000 8000 4000 2000 0 Projected Growth among 65+ in Johnson County: 2000-2025 8535 8729 4949 5006 3569 3726 4 13247 7073 63H1 5414 6207 _■ Toil � Females 2000 2005 2010 2015 2020 2025 Ma1Ps The blue diamond line above indicates projected growth in seniors. The three blue bars and red line indicate actual measured numbers. 20 11. Linn I Court Lofts Court Street / Linn Street Redevelopment Project 11. A visual description of the proposed Project, including: a. Conceptual drawing or schematic; b. Conceptual square footage of commercial and/or office space; c. Conceptual square footage and size of residential units; d. Conceptual layout of commercial and residential floors and parking; e. Conceptual visualization of the pedestrian -level fagade. Executive Summary The Building The Linn I Court Lofts is a vibrant twelve (12) story urban building which will include two levels of retail, two floors of class A office space and nine (9) floors of residential units ranging in size from 900 square feet to 1800 square feet. A minimum of 10% of the residential units will be leased or sold within workforce housing guidelines and developed to the same quality and finishes as the remaining units. The facility will provide one hundred percent of the required parking on site in a multi-level structure. The project is designed as a multi -generational housing community based on the Campus Adjacent Senior Housing concept (CASH) explained elsewhere in this proposal. The proposed retail uses and commercial office functions are intended to provide goods and services to support the overall concept. The Site The proposed site is the half -block parcel located on the south west corner of the intersection of Linn and Court Streets in Iowa City. The site is bounded on the east by Linn Street; on the north by Court Street; on the west by an existing mid -block alley; and on the south by private property. The south 80' of the site is in line with the East Harrison Street right -of -way - The proposed site slopes steeply in two directions with a total elevation change from high point to low point of over 34'. To maximize the use of the site, the commercial and residential building is set on a base of parking that encompasses the full extent of the property. Along Linn Street where the steep slopes are most significant, the parking base steps back to reveal a public outdoor space accessed via a stair or through the building for those utilizing mobility devices. The Architecture The Linn I Court Lofts are a multi -story, multi -volume building clad in brick, metal, and stone. Numerous architectural styles exist in the immediate vicinity of the proposed building; however, brick is the prevailing exterior cladding. As such, the Linn I Court Lofts utilizes brick on its lower volumes in order to better relate to the surrounding neighborhood. Punched windows on the base volume establish a consistent rhythm of solid and void that is carried throughout the project. The bottom two floors of the building contain retail space, lobby and parking. The next two levels will be shelled for commercial office with the remainder of the building dedicated to residential use of both the apartment and condominium variety. The primary organizing element of the building is a central atrium that extends from the lowest retail level up through the 8 floor. The remaining four stories of the building contain loft -like condominiums with commanding views of the surrounding neighborhood. The Parking To maximize the use of the site, parking will be provided below grade in a 3 -level structure with primary access off of Linn Street at the East Harrison Street intersection. A limited, fourth level of parking is provided off of the alley and will be reserved for retail customers. The total parking capacity will be approximately 227 stalls. 21 Linn I Court Lofts Site Plan EAST HARRk. STRF i I Court Street / Linn Street Redevelopment Project ✓ iE ENT.. N 37RE- E 1 \ CF LINN n � e � tl 6� �- # cIEA�_ HARRISON —STREET I�I MAIIJ PTRKINC EN1fiA1JCC Lail I Site Plan The large site is bordered by Court Street on the north and Linn Street on the east. Primary pedestrian access is from Court Street. Primary vehicular access is from Linn Street. 22 a S—IRT rE�M EAST HARRk. STRF i I Court Street / Linn Street Redevelopment Project ✓ iE ENT.. N 37RE- E 1 \ CF LINN n � e � tl 6� �- # cIEA�_ HARRISON —STREET I�I MAIIJ PTRKINC EN1fiA1JCC Lail I Site Plan The large site is bordered by Court Street on the north and Linn Street on the east. Primary pedestrian access is from Court Street. Primary vehicular access is from Linn Street. 22 Linn I Court Lofts Court Street / Linn Street Redevelopment Project Renderings 23 `iiali li 11 li I li ji 1 "1'E -1�rrr�r Ri �i� - _ 1"'•�' L 1 1 i IN FR 11 RFi `iiali li 11 li I li ji 1 "1'E -1�rrr�r Ri �i� - _ 1"'•�' L 1 1 i --ti i 111h Ail ;FHMHIMi����i Will! '? i11111Iiilxll�i'�i�i� li--------------- Iii i ill:�III{l Linn I Court Lofts Court Street / Linn Street Redevelopment Project Floor Plans H � 11�JIIIIIIIIIIIIIII�1 i ® BELOW G ADE 0 I I I TO HO SES I PARKING: FNTRGNCF LINN STREET PARKING LEVEL 3 -RETAIL LEVEL I - ROOF TERRACE BUILDING FLOOR 1 (GROUND FLOOR) Li ALLEY A] STALLS PUBLIC PLAZA PEDESTRIAN ACCESS OPEN 96c 1 TOWNHOUSES 1 she ALLEY L?NA' STREET STRFFTLEVELENTRANCE PUBLIC ACCESS 1530 SF I 1530 SF 1 1530 SF 16W SF 16995 I•VIII R TAIL LVL1 W w N C 0 O 30]i 5F U =i Hiwiih4ii SHORT TERM PARKING Ii 10 STALLS 1097 Al 1,-'- , LLVL2 I 1530 RE 1530SF 1 1530 SIF 1 3071 SF PARKING LEVEL 4 -RETAIL LEVEL 2 -ROOF TERRACE BUILDING FLOOR 1 ��[� 32 0 33 E4 Building Base The base of the building contains three (3) levels of parking and houses up to two (2) levels of retail space. 'I� 26 Linn I Court Lofts Floor Plans Court Street / Linn Street Redevelopment Project � II I I I I I II ASE 2 FOOTPRINT II I I II I� COMMERCIAL OFFICE FLOOR (2 FLOORS)\ BUILDING FLOORS 2 & 3 COMMUNITY SPACE I I I L--fi�1 II �I-- 7t--I— F 1 r LCHA E 2 FOOTPRIN� I 1� I T �X� II I I I I I II I- J I I I I II I L— I— RESIDENTIAL LEVEL 1-2: APARTMENTS BUILDING FLOORS 4 S 5 — -J 17-1 I �LSP OFFICE SHELLSPACE� No miiiiiiiiiiii il!li M RESIDENTIAL UNITS ATRIUM � I ATRIUM F �I o az ee Building Midsection The midsection of the building contains two (2) floors of commercial office shell space capped by two (2) floors of apartments. 27 TOWNHOUSES BELOW COMMERCIAL OFFICE FLOOR (2 FLOORS)\ BUILDING FLOORS 2 & 3 COMMUNITY SPACE I I I L--fi�1 II �I-- 7t--I— F 1 r LCHA E 2 FOOTPRIN� I 1� I T �X� II I I I I I II I- J I I I I II I L— I— RESIDENTIAL LEVEL 1-2: APARTMENTS BUILDING FLOORS 4 S 5 — -J 17-1 I �LSP OFFICE SHELLSPACE� No miiiiiiiiiiii il!li M RESIDENTIAL UNITS ATRIUM � I ATRIUM F �I o az ee Building Midsection The midsection of the building contains two (2) floors of commercial office shell space capped by two (2) floors of apartments. 27 Linn I Court Lofts Floor Plans Court Street / Linn Street Redevelopment Project r—PHASE 2 FOOTPRI tt L— — — — — — o 1 -_L_ -f -=T= -T --F II I I I I I II -L- RESIDENTIAL LEVELS 3-6: APARTMENTSICONDO - ROOF TERRACE 3 BUILDING FLOORS 6-9 i CPASE 2 FOOTPRINT x OOTPRINTX I x J I i L -------------J e18 1 use 1 1218 1 1160 1 12M �— � ATRIUM ATRIUM loos 1361 GREEN ROOF: ?2 GREEN ROOF:::;S> 820 960 9B0 RESIDENTIAL UNIT No Zi iiiiiiiii, ii Iiiii'a 1050 RESIDENTIAL LEVELS 7-9: CONDOMINIUM - ROOF TERRACE 4 BUILDING FLOOR 10-12 v o u ea Building Top The upper stories of the building contain all residential units ranging in size from 900 SF to over 1,800 SF. 28 Linn I Court Lofts Court Street / Linn Street Redevelopment Project Conceptual square footage of commercial, residential and office space: Commercial/Retail/Parking GSF Retail 22,114 Commercial Office 33,506 Parking 227 stalls 133,758 Community/Circulation/Unassigned Area Core/Community Space 3,836 Circulation/Unassigned 31,310 Residential Preliminary unit sizes range from 900 SF to 1500 SF Apartment (2 floors) 22,680 22 units Apartment/Condo (4 floors) 45,428 36 units Condominium (3 floors) 26,040 27 units Townhouse 14,400 5 units Total program area 333,072 90 units Atrium Roof Terrace + Public Open Space 19,114 20,250 Total building area 372,436 GSF Linn I Court Lofts Court Street / Linn Street Redevelopment Project 12. A description of the energy efficiency of the building, including anticipated efficiency above the base standard, and a description of sustainability features proposed to be included. Long-term sustainability and energy efficiency is a primary goal of the Linn I Court Lofts. Sustainable design is efficient design, but it is also uncomplicated, easy to understand, and adaptable to change. Anything less will not maintain its efficiency over the life of the building, and will ultimately become a drain on resources rather than a savings. A variety of strategies will be employed to reach an overall goal of 15% to 20% better than the current Iowa Energy Code. Improved performance will be achieved through the following design strategies: Building Envelope Design Enhanced wall and roof insulation to 30% better than Energy Code minimum, Continuous insulation to prevent thermal bridging and Continuous weather barrier to prevent water infiltration and degradation of building components Green Roof Portions of the roof will be dedicated for green roof planting. The project will utilize a rooftop sedum tray system. These systems have been shown to reduce storm water oufflow as opposed to typical roofs, as well as reducing building cooling needs by absorbing sunlight. Glazing strategies for improved thermal performance and day -lighting Clear Low -e glazing, Argon -filled insulated glazing units, thermally insulated aluminum window frames and or window orientation and lighting controls for daylight harvesting Heating and Cooling Efficiency Strategies Heating and Cooling systems will be designed for efficiency, simplicity, and long-term service. A variety of components and systems will be employed for an over-all reduction is the use of energy. Heating and cooling are planned to utilize highly efficient ground source heat pump and/or variable refrigerant flow heat pump system for a low energy cost, highly efficient and easily maintained system. Heat recovery systems will be used to recapture the heat normally lost from exhaust air. Lighting, Controls, and Day -lighting This project will utilize 100% LED lighting for common areas, outdoor lighting, and within residential units. LED lighting can reduce the electrical usage significantly when compared to incandescent lights. LED lighting can also reduce the fixture heat load, thus reducing the cooling requirements for indoor spaces. Lighting controls will be designed to reduce electrical use when lights are not needed. This will include timer/photo sensors for common area and outdoor lights and Day -Lighting controls to reduce or eliminate electric light use when sufficient natural light is available and occupancy sensors for periodically used spaces, like restrooms & meeting rooms - High -Efficiency Elevators This project will utilize machine room -less traction elevators that typically use only 25% of the electrical energy needed for common hydraulic pump elevators. Photovoltaic Electrical Generation Photovoltaic electrical generation will be utilized to operate distinct aspects of the lighting system like exterior building signage. Rooftop PV collectors will be tied directly to the building exterior signage and key exterior light fixtures to reduce the use of generated electricity. Water Conservation and Utilization The first basic strategy for conservation of water will be the utilization of low -flow plumbing fixtures, faucets, and shower heads. In keeping with the high-quality living environment for residents, high-quality fixtures will be selected for residential units and public facilities. Along with the low maintenance service and quality appearance, these fixtures are designed for low water usage. Clothes washing and dishwashers will be selected for low water usage. This has the potential for considerable water savings as all units will be provided with these appliances. 30 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 13. A statement relative to whether any of the principals, development entities, or members of the development team have ever been charged with or convicted of a felony, and a description of any and all litigation involving the principals, development entities, or members of the development team during the past five years (Complete Exhibit "B"). None of the principals, development entities, or members of the development team have ever been indicted for or convicted of a felony. The only litigation involving the principals, development entities, or members of the development team during the past five years is set forth in Exhibit "B" below. EXHIBIT "B" LISTING OF LAWSUITS OR LITIGATION WITHIN THE PAST FIVE YEARS Lawsuit or Litigation N/A Status or Outcome N/A Comments N/A 31 iii: Linn I Court Lofts Court Street / Linn Street Redevelopment Project 14. References from financial institutions, city governments, and community organizations that will permit the City to verify the capabilities of the proposer. 1. Reference Letter — U of I Retirees Association 33 2. Reference Letter — Steve Gordon 34 3. Reference Letter — UIHC Aging Mind and Brain Initiative 35 4. Reference Letter — Elder Services, Inc. 36 5. Reference Letter — Victor Regnier, USC Professor, Architecture 37 6. Reference Letter —ICAD 38 Letters from the financial institutions of Hills Bank and Trust Co. and University of Iowa Community Credit Union located in item 8. 32 University of Iowa Retirees Association Iowa City, Iowa Celebrrrtl+ q 6 Years of Scrvice to University and Community July 9, 2014 Charlie Graves, President CGUanson Inc. 13 Woodcrest Ln. NE Iowa City, IA 52240 Dear Mr. Graves: As president of the University of Iowa Retirees Association, I am pleased to offer informal support of the idea to develop a senior housing complex in downtown Iowa City that would be adjacent to the University of Iowa campus. The not-for- profit facility in our community could offer another alternative to living arrangements currently available to seniors. Our organization consists of more than 500 University of Iowa retirees, faculty and staff. For 20 years the association has been arranging programs not only benefiting its members but also the University and community. A campus -adjacent housing facility might well foster more such opportunities. Exploring such opportunities as well as consideration of a more formal endorsement would take place at the next meeting of the Association's Board, September 9. Sincerely yours, r enneth Starck UIRA President -2014-15 33 July 15, 2014 Charlie Graves, President CGHanson, Inc 13 Woodcrest Lane NE Iowa City, IA 52240 Dear Mr. Graves I offer you my informal support of your mixed use project on the former Catholic Education Center site in Downtown Iowa City. As an owner/manager of various real estate projects, including senior housing, student housing and apartment housing, I would look forward to the opportunity to work further with you on this project should you become the preferred provider. I believe your project would be an asset to the City of Iowa City and a stellar example of the positive impact the new Riverfront Crossings District can have in the area. The uses you are proposing are much needed and would be well received in the downtown area of Iowa City. Sincerely, Steve Gordon 34 L i UNIVERSfrYoF IOWA HEALTH CARE Charlie Graves, President CGHanson Inc. 13 Woodcrest Ln. NE Iowa City, IA 52240 July 14, 2014 Mr. Graves: Satoshi Kitazaki, Ph.D. Aging Mind & Brain Initiative Department of Neurology University of Iowa 2007 RCP, 200 Hawkins Drive Iowa City, ]A 52242 TEL; 319-467-5314 FAX- 319-384-9955 Satoshi-kitazaki®uiawa. edu I am writing as a faculty member in the University of Iowa Department of Neurology and the Interdisciplinary campus -wide Aging Mind and Brain Initiative. I am pleased to team about your proposed development that would offer a campus -adjacent senior housing complex here in Iowa City. I am particularly excited to know this mixed-use development that would include "apartments for life" featuring universal design and smart home technology that is consistent with my research. If approved, we will gladly contribute to your development by providing our expertise with designing homes that support individuals as they age. Our familiarity with key design features and their usage should help your development team select those that would be most affordable and attractive to residents. We also appreciate the opportunity to work with your team and determine how we might go about partnering in research projects that feature these "state of the art" apartments. We particularly are interested in how such environments can contribute to physical and cognitive functioning and maintaining the health and wellness of the persons who reside in them. Finally, we would be excited to contribute to the development of other programs that would be tied to the complex and available to all members of the Iowa City community. For example, we look forward to discussing a partnership that can advance our work on brain health by creating a user-friendly, easily accessible program site that can be used older persons here in the greater Iowa City area. Thank you again for contacting us about being involved in this project. Sincerely, Satoshi Kitazaki, Ph.D. Professor Department of Neurology Aging Mind & Brain Initiative University of Iowa M9 OJSERVICES N C O R P O R A T E D Charlie Graves, President CGHanson Inc. 13 Woodcrest Ln. NE Iowa City, IA 52240 July 14, 2014 Mr. Graves: 15565. I st Avenue, Suite A I Iowa Iowa 52240 (319) 338-0515 www.eidemervicesinc.com As the Executive Director of Elder Services Inc., I am pleased to support your proposal to develop the property on Linn and Court streets into a housing complex that would feature "apartments for life," as well as programs for seniors living in the housing development as well as the greater Iowa City community. As the leader of a local non-profit organization that has provided services to seniors for more than 30 years, I see this development as a welcome addition to the Iowa City landscape. The addition of such housing should help address the booming demand for living arrangements that are affordable to a range of older adults, accessible to persons with varying needs and abilities, and attractive in terms of providing age -relevant programs within an environmentally friendly setting. Moreover, our organization consists of several programs and services that could be easily linked to the development. Foremost among these is our Retired Senior Volunteer Program (RSVP), which has linked older persons with meaningful volunteer and civic engagement experiences for more than 25 years. Linking our RSVP program with your development is just one of the many opportunities we look forward to discussing with you further as this development moves forward. Best of luck with your application. I will look forward to hearing the result. Sincerely, �, c 4Ck `4_, Susan Blodgett Executive Director Elder Services Inc. Elder Services, Inc. provides programs, services, and resources to assist persons age 60 and over in Johnson County36 and east central Iowa to stay active, independent, and safe in their own homes. AR�CH�ITECT � F�A�IA 10610 LINDBROOK DRIVE LOS ANGELES, CALIFORNIA 90024 (310) 474-9560 FAX (310) 474.2718 Email regnier@usc.edu Charlie Graves, President CGHanson Inc. 13 Woodcrest Ln. NE Iowa City, IA 52240 July 14,2014 Mr. Graves: As a professor at the USC School of Architecture and the Leonard Davis School of Gerontology, I have considerable expertise in the design and development of campus - adjacent senior housing. I am pleased to offer my support for your proposal to develop a senior housing complex. I am particularly interested in the "apartments for life" approach which has great promise especially in a livable community like Iowa City. As an academic and consultant I have been involved in more than 300 age restricted housing projects in the last 40 years --I also visited Iowa City in 2012. I applaud your effort to put together a proposal that offers accessible, affordable and attractive senior housing. I also am pleased that your team has been able to take many of the concepts and designs that were created as part of my 2013 architectural design studio and integrate them into your proposal. If this proposal is approved, I will gladly serve as a project consultant. In that role, I can provide insights about how to execute your building design, how to effectively mix the residential housing with non-residential programs and services, and I will share some of the lessons I have teamed from my involvement in other such developments. I am excited that you are carrying forward this concept. Sincerely, VictorRegnier FAI ACSA Distinguished Professor Professor of Architecture and Gerontology 37 Iowa City Area Development Croup Extraordinary opportunities in unexpected places. July 14, 2014 Mr. Graves, I would like to provide this letter of support for your proposal to the City of Iowa City for the RFP for the Court / Linn Site. Based on our conversations and your design renderings, I feel your concept could be a very powerful economic tool that would closely align with our collective strategic goals for creating more employment opportunities, attracting and retaining a talented workforce and for positioning The Iowa City Area and the University of Iowa as a powerful global hub for tech entrepreneurship. You have certainly outlined a bold vision with multigenerational aspects in what you have shared with us. The consideration to include affordable housing units also addresses a big need for our communities. We wish you all the best with this proposal and hope to be a resource for its successful evolution should you be chosen by the city to move forward with this project. Best regards,, Mark Nolte President CAD Group Skype: mark.nolte3 Twitter: @marknolte 316 E Court Street, Iowa City, IA 52240 319.354.3939 I owaCityAreaDevelopment.com 38 Linn I Court Lofts Court Street / Linn Street Redevelopment Project 15. The identity of any unique resources, capabilities or assets which the proposer would bring to the Project. Apartment for Life Apartments and condominiums developed for senior housing will be uniquely designed and equipped for people to age in place, not requiring relocation. Universal Design and Smart Home Technology Universal design strives for a barrier free environment. Smart home applications use sensors and other electronics to detect when a person has fallen and follow-up with appropriate actions. Research and Learning Relationships The multi -generational housing configuration provides research and learning opportunities for University faculty and students as evidenced by letters from UIHC and University personnel. Local People working Together The development team of CG Hanson, Rohrbach Associates and Calacci Construction are local Iowa City firms bringing local resources to the planning, design and construction of the project. Rohrbach Associates PC is experienced in planning mixed- use development projects for downtown Iowa City, with 'The Chauncey" and in downtown Coralville with the 'Plaza on 6h projects. The development team is experienced working together on developer and public bid projects within Iowa City and the Corridor. The development team has a strong working relationship with the University of Iowa Hospitals and Clinics and Mercy Iowa City. Good Design Practices including Sustainability Building Information Management History: Although the concept of Building Information Modeling (BIM) has existed for many years, it has only recently become a viable production tool for large scale projects. As with most new technologies, it has taken some time to mature and our team is on the cutting edge of its utilization. Approach to BIM: The Design team uses Revit 2014 to develop the building model and Navisworks 2014 for 39 Linn I Court Lofts Court Street / Linn Street Redevelopment Project visualization and clash detection. In addition to modeling three dimensional aspects of building systems, we include increasingly rich data in the models to facilitate the use of design analysis tools. Building Information Modeling represents a fundamental shift in the production of construction documents. The amount of information that can be included in building system models is virtually limitless. We understand that integrating BIM into our practice is not a one-time event, but rather an on-going process. In recognition of this fact, the Design team has dedicated full time staff position to expanding the depth of our building models, developing and maintaining standards and working with other design team partners to coordinate modeling efforts. BIM Experience: Modeling projects in Revit has become a standard in our practices. In the past year, over 80% of our work has been completed using Revit. In addition to using this software on projects where all team members are utilizing BIM, we often use Revit for the MEP portion of projects even when a 3D background model is not available in order to leverage other analysis and production benefits of the software. Rohrbach Associates PC has extensive knowledge in the planning and design for sustainability. Recognition of that fact is that they have obtained LEED certification for the following projects: UI - College of Public Health — Platinum Certification City of Iowa City — Fire Station #4 — Gold Certification City of Iowa City — Fire Station #2 — Gold Certification City of Coralville — Center for the Performing Arts Certified Level UI - Pappajohn Biomedical Discovery Building — Gold Certification pending UI - New West Campus Residence Hall — Silver Certification pending The design team (Design Engineers specifically) has parking ramp design experience: Davenport, IA Block 32 and 46 Ramps Construction costs: $12.2M Size: 193,000 sf University of Iowa Melrose Avenue Ramp Construction costs: $13M Size: 150,000 sf Davenport, IA Police Facility: Construction costs: $20M Size: 38,000 sf City Parking Structure - Ottumwa, Iowa Construction costs: $12.8M Marriott Hotel and Convention Center - Coralville, IA Construction costs: $8.8M Coralville Intermodal Transit Facility - Coralville, IA Construction costs: $11M Size: 153,000 sf 40 HUB AT IOWA CITY IOWA CITY / IA REQUEST FOR PROPOSAL PRIVATE DEVELOPER PROPOSAL FOR THE COURT/LINN ST REDEVELOPMENT SITE Monday, July 16th, 2014 CONTACT: CORE CAMPUS TOM HARRINGTON e TOMH@CoreCamp.us c 217.369.0038 HUBAT IOWA CITY IOW c/ l RE IOWA CITY / IA \� ,l` HUB AT IOWA CITY IOWA CITY / IA TABLE OF CONTENTS 1) PROPOSAL SUBMITTAL SIGNATURE 2) LETTER OF INTEREST 3) PRIMARY CONTACT 4) DEVELOPMENT ENTITY INFORMATION 5) DEVELOPMENT ENTITY WITH CITY 6) ORGANIZATIONAL CHART 7) DEVELOPER'S PREVIOUS EXPERIENCE 8) DEVELOPER'S FINANCIAL CAPACITY 9) CONSTRUCTION AND FINANCING PLAN 10) PUBLIC FINANCING 11) VISUAL DESCRIPTION OF BUILDING 12) ENERGY EFFICIENCY OF BUILDING 13) LEGAL RECORDS 14) REFERENCES 15) UNIQUE RESOURCES �l i 1 000 000 O I r HUB AT IOWA CITY IOWA CITY / IA v 1 2 3 3 3 7 9 19 21 25 25 35 35 36 37 00J +8i ei I,i N A ' I QII4 flllV p, •� I I� HUB AT IOWA CITY IOWA CITY / IA v EXHIBIT "A" Proposal submittal signature form The undersigned attests to his/her authority to submit this proposal and to bind the firm herein named to perform if the firm is selected by the City of Iowa City. The undersigned further certifies that he/she has read the Request for Proposal, terms and conditions, and any other documentation relating to this request; has complied in all respects with all conditions hereof, and this proposal is submitted with full knowledge and understanding of the requirements and time constraints noted herein. The undersigned hereby further acknowledges that it accepts the terms of the Request for Proposals in its entirety and by the submission of its proposal hereby waives any claims or claims to irregularities that arise out of such RFP, the process employed by the City to solicit and develop proposals, or the RFP evaluation process described in the RFP, and agrees to release and hold harmless the City, its employees, agents, and consultants from any claim, loss, or damage arising therefrom. The undersigned hereby authorizes any person, firm or corporation to furnish any credit history and financial condition or other information required by the City to verify information related to the firm's submission to the City. I hereby certify, on behalf of the undersigned firm, that the above information is true and correct to the best of my knowledge and that the City may rely on the information provided. Firm name: Core Campus Investment Partners LLC Home office address: 2234 W North Ave City, state, zip: Chicago, IL 60647 Name and Title of Representative: Name: Marc Lifshin, Manager Signature: 07/16/2014 July 11, 2014 City of Iowa City 410 East Washington St. Iowa City, Iowa 52240-1826 Re: Private Developer Proposal for the Court St. / Linn St. Redevelopment Core Campus LLC is excited for the opportunity to be involved in redeveloping a high-profile downtown Iowa City site. We have the expertise and experience in developing multipurpose buildings in large university markets. The strong qualifications and track record of success that Core Campus has exemplified through our past and current projects make us confident that we are the best choice to develop a Class A building that will be a vibrant addition to downtown Iowa City. We have spent an extensive amount of time with architects and planners to ensure that our building is aligned with our design intentions and has the appropriate context in its downtown setting. Core Campus will fully implement a multiuse building that will combine retail, office space, and housing for over 900 students and young professionals. The project will meet and exceed community objectives including high tax valuation, high quality architecture, energy efficient building, and the vibrancy that retail and office employees, and over 900 residents will add to downtown. The building's high level of amenities and security will be a unique and important addition to the city's housing. Core Campus LLC maximizes private debt and equity. No incentives or city resources are required. In fact, the city will receive a significant cash infusion from the purchase price paid by Core Campus. Core Campus is committed to providing high-quality student and young professional housing developments that go well beyond the expectations of those residents, universities and other stakeholders within the communities we serve. We create a home that students want to live in and an environment where parents want to send them to, while simultaneously producing an enticing opportunity for businesses and retailers to thrive in the community. We've found that the vibrancy of our buildings and their community is not only desired by students but also by young professionals in their housing search. What differentiates Core Campus from other owners, operators and developers is not simply our ability to target the right opportunities, but the ability to maximize asset value through a comprehensive property management and leasing/marketing plan. We have a robust infrastructure that matches centralized systems, and management expertise with decentralized local operational expertise. Core Campus employs a dedicated, skilled management team with significant experience in financing, acquiring, developing, and managing rental housing communities. We combine comprehensive institutional real estate investment knowledge with local experience and a proven track record. Core Campus has a fresh and progressive approach towards development and promotes eco -friendly features within their buildings. We also understand that there is a delicate balance that must be achieved between forward -thinking design and institutional quality construction to meet the program requirements while remaining within budget. We have formed a development and management team that is not only qualified and capable, but also eager and excited to develop, construct, and oversee this project in downtown Iowa City. Sincerely, Marc Lifshin • PRIMARY CONTACT PERSON AND CONTACT INFORMATION CORE CAMPUS TOM HARRINGTON e TOMH@CoreCamp.us c 217.369.0038 • DEVELOPMENT ENTITY INFORMATION CORE CAMPUS LLC 2234 W. North Ave. Chicago, IL 60647 c 773-227-2850 • DEVELOPMENT ENTITY INFORMATION CORE CAMPUS LLC 2234 W. North Ave. Chicago, IL 60647 c 773-227-2850 CORE CAMPUS LLC CORECAMPUS II CORE CAMPUS HOLDINGS LLC MANAGEMENT LLC INVESTMENT+ ASSET MANAGEMENT PROPERTY MANAGEMENT . Investment Management . Operations Management . Asset Management . Marketing+Leasing . Acquisitions and Development Sourcing . Accounting Services . Debt and Equity Structuring . Human Resources+ Staff Training . Preventative Maintenance Core Campus Holdings LLC is a combined entity . Technology Services of Core Campus LLC and DRW Holdings LLC. Al . Dining Services equity is 100% in-house • DEVELOPMENT TEAM - Core Campus Investment Partners LLC MARC LIFSHIN - MANAGING PARTNER - marcl@corecamp.us Marc Lifshin is a managing partner of Core Campus and is heavily involved in all aspects of the development process. His business acumen equips Core Campus with a fundamental aptitude for conducting negotiations and developing investment strategies, but it is his analytical and technical background that provides integral insights into the mechanics of successfully developing and delivering Class -A, institutional -grade assets. Marc's experience with commercial and mixed-use developments across multiple geographic areas has required collaborative efforts with various local governments, neighborhoods and interest groups. This has led to proficiencies in the use of Planned Urban Developments (PUDs), Tax Incremental Financing (TIF) assignments, Long Term Tax Abatements, planning and zoning as well as the coordinated acquisition and assemblage of multiple parcels. BARRY HOWARD - DIRECTOR OF FINANCES - barryh@corecamp.us Mr. Barry Howard manages project financials during construction - overseeing the contracts, orders, invoicing, and draw disbursements. Barry started in management consulting at Accenture, and has brought his operational skills to the construction industry. He has created a portfolio of tools to divide roles and responsibilities and track and manage project budgets during construction. TOM HARRINGTON JR - DIRECTOR OF ACQUISITIONS - tomh@corecamp.us Tom's responsibilities involve the site identification and acquisition process as well as market analysis, due diligence process and entitlement. He has been personally involved in over $600 million in sales, leasing and development projects involving land, office, residential subdivisions, retail, build -to -suits, multi -family and student housing. Tom served as CEO of The Devonshire Group, comprised of 265 employees, 600 independent real estate agents and had annual revenues in excess of $30 million. Devonshire Group provided services such as SECTION 6 ORGANIZATIONAL CHART commercial real estate brokerage, commercial leasing, site selection, and real estate development among many others. ERIC GRIMM - SENIOR DEVELOPMENT MANAGER - ericg@corecamp.us Eric Grimm's responsibilities include coordinating design and construction of new projects, in addition to performing due diligence and analysis on prospective projects. Mr. Grimm brings extensive experience in architecture, construction and development. Since 2005, Mr. Grimm has managed all phases of work in commercial construction and development on projects ranging from $1 million to $300 million. • MANAGEMENT TEAM - Core Campus Management LLC BRIAN NEISWENDER - MANAGING PARTNER - briann@corecamp.us Mr. Brian Neiswender is a managing member of Core Campus, with duties ranging from due diligence to construction to ensure the final product meets Core Campus' unique vision. In addition, Mr. Neiswender oversees project financing and asset management reporting. Core Campus is the second national student housing real estate group founded by Mr. Neiswender, who brings 18 years of management, acquisitions and development experience to the company. Experience that spans over 20 markets and thousands of units. Brian plays an integral role in the entitlement process and works closely with Ben Modleski to devise site level management plans. BENJAMIN MODLESKI - CHIEF OPERATING OFFICER - benm@corecamp.us Benjamin is a partner of Core Campus and oversees the daily operations and management of the entire portfolio. Mr. Modleski has worked with both commercial, conventional multifamily, and mixed-use properties and has nearly eighteen years of experience exclusively in student housing management and operations. Prior to joining Core Campus, Mr. Modleski served as the EVP for Campus Acquisitions where he oversaw a national portfolio of nearly 8,000 beds in 12 student markets spread across 9 states. Mr. Modleski has also held management positions with McKinney Properties, JPI, Inc, College Park Communities, and GMH Associates Inc. SCOTT STAGER - SENIOR VICE PRESIDENT OF PROPERTY OPERATIONS - scotts@corecamp.us Scott Stager oversees the site accounting for Core Campus and is actively involved in the pre -leasing, marketing, and setup of new projects. Mr. Stager has nearly a decade of experience exclusively in student housing management and operations. Prior to joining Core Campus, Mr. Stager held management positions with Campus Acquisitions and Sterling University Housing. He has extensive experience in site accounting, management and training, operational budgeting, due diligence, and financial analysis and modeling. • DEVELOPMENT + EQUITY PARTNER - DRW Holdings LLC DAVID NELSON - SENIOR PORTFOLIO MANAGER, DRW Mr. David B. Nelson is a Senior Portfolio Manager at DRW Holdings, a proprietary trading firm. Mr. Nelson heads the Global Opportunities Group. This entity was created to utilize Mr. Nelson's fundamental skill set in order to evaluate and execute on investments across a global market. In 2009, Mr. Nelson founded and heads DRW Real Estate Investments LLC, a wholly owned subsidiary of DRW Holdings which is the holding company for all real estate investments. Mr. Nelson also runs the Tactical trading book which looks for opportunities in the liquid trading arena including bonds, equities and options. Since founding DRW Real Estate, Mr. Nelson has acquired 40 properties and sold 5 utilizing $210 million of proprietary capital. Prior to joining DRW, Mr. Nelson was a founder of Pentwater Capital, a hedge fund with $1.3 billion of capital where he ran all credit investment strategies. Mr. Nelson has been in the hedge fund SECTION 6 ORGANIZATIONAL CHART and portfolio management industry since 1998. Prior to hedge fund investing, he was a Principal at two Private Equity firms managing over $1.5 billion in equity. DRW has restructured and re -capitalized a large portfolio of 8 properties all with one developer. The ability to react quickly and to work collaboratively allowed DRW to purchase what many consider the most prestigious addresses in Chicago's gold coast neighborhood. DRW has since invested in over 42 properties in Chicago, Aspen, Arizona, Florida, Oregon, Wisconsin, Mississippi and South Carolina. DRW differentiates itself by being nimble and by transacting quickly as it has no outside investors and manages capital and development projects for its own account. Since the formation in 2009, DRW has structured its portfolio around commercial retail projects, hospitality and market -rent apartments in urban markets and for student housing across the country. • EVANS SPILEOS - CONSTRUCTION MANAGER Evans has over 30 years of experience functioning of the Chief of Operations Officer of (3) major national construction firms; Morse/Diesel, currently known as Amec of America, Schal Associates, currently known as Bovis, and Tishman Construction. Evans Construction Services LLC was founded in February of 2004 by Evans Spileos (Manager). The company is made up of 18 highly skilled and specialized construction professionals all of whom have worked together for over the past 115 years. The basis for founding the company was to fill a void in the market place that currently exists with the pre -development, pre -construction phase of the project. Evans Consulting provides top level executive "hands-on" leadership during the pre - construction phase of a project with a strong emphasis on budget estimating, value analysis of major building systems, schedule, and pre -planning for the program. • DESIGN + ARCHITECTURE KAREN HEROLD - STUDIO K DESIGN Karen Herold and her team have designed the interiors and developed the image and concept of each Hub project. Her team brings a discerning taste and international style to the Hub, as well as the various high end restaurants, hotels and spas across the United State and abroad. GRANT BRANDENBURG - WARE MALCOMB Ware Malcomb is an international design firm offering integrated services to clients throughout the world. Founded in 1972, Ware Malcomb offers planning, architecture, interior design, civil engineering, graphic design and sustainable design services to diverse clients. While Core Campus' breadth of experience and focus is in purpose-built student housing and mixed-use developments, it's members have engaged in the every aspect of the real estate sector, across the entire spectrum of specialities. Aside from development, Core Campus and its principals have decades of experience in consulting, acquisitions, facilities management, build -to -suit and other long-term leasing agreements, licensing agreements as well as experience in healthcare, institutional and other university -centered facilities. Core Campus and it's partners and affiliates are dedicated to producing and adhering to economically and ecologically sustainable architecture, design and building practices. This myriad of talents and experience has allowed Core Campus to engage with partners and successfully implement projects in situations that may not normally be considered plausible, but which were carried out to the mutual benefit of all stakeholders involved. SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE - PROJECT LIST HUB ON CAMPUS Location: Tempe, AZ Description: Ground up 19 story residential and mixed use tower. Size: 410,000 SF Total Project Cost: $56,000,000 Completed: 8/2013 • HUB AT OXFORD* Location: Oxford, MS Description: 6 residential buildings and an amenity complex. Size: 211,000 SF on 14 acres of Land Total Project Cost: $25,000,000 Completed: 8/2013 • HUB AT COLUMBIA* Location: Columbia, SC Description: Renovation of existing 20 story office building to mixed use residential and commercial. Size: 506,000 SF Total Project Cost: $51,200,000 Completed: 7/2014 • HUB AT TUCSON* Location: Tucson, AZ Description: Ground up 12 story + Penthouse residential and mixed use tower. Size: 300,000 SF Total Project Cost: $47,000,000 Completed: 7/2014 • HUB AT MADISON Location: Madison, WI Description: Ground up 12 story residential and mixed use tower. Size: 500,000 SF Total Project Cost: $102,500,000 Projected Completion: 8/2015 • HUB AT EUGENE Location: Eugene, OR Description: Ground up 13 story residential and mixed use tower. Size: 298,000 SF Total Project Cost: $42,500,000 Projected Completion: 8/2015 - HUB AT TUCSON II Location: Tucson, AZ Description: Ground up 6 story resic tower. Size: 160,000 SF Total Project Cost: $30,500,000 Projected Completion: 8/2016 • HUB AT CORVALLIS Location: Corvallis, OR Description: Multiple residential buil and amenity complex Size: 380,000 SF on 29 acres of land Total Project Cost: $67,500,000 Projected Completion: 8/2016 HUB ON CAMPUS SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE am TrA Location: Tempe,Arizona Date Completed: Gross Square Feet: Rentable Square Feet: Project Team: • Owner/Developer: • Architect: • Owners Rep: • Contractor: Residential: 211,716SF August 2013 Parking: 76,309SF Retail: 22,000SF 410,OOOGSF Common + Amenity: 67,078SF 211,716 RSF Project Budget: $56,000,000 Construction Costs: $40,600,000 Financing Method: Private Loan Core Campus Hartshorne Plunkard Evans Construction & Consulting Beal Derkenne Construction Key Staff: • Marc Lifshin (Core Campus) - Manager of Development • Eric Grimm (Core Campus) - Project Manager • Evans Spileos (Evans Construction & Consulting) - Owners Rep • Tom Pope (Hartshorne Plunkard) - Architect • Andrew Beal (Beal Derkenne) - Manager of Construction Relevance to This Project: • Large scale, multi -use complex. • Over 250 high-end residential apartments • Commercial along street frontage • Prime location across the street from the University of Arizona's Sun Devil Stadium. SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE - HUB ON CAMPUS is a 19 -story, 269 -unit, 639 -bed, mixed-use student housing development serving the students of Arizona State University, located on the corner of College Avenue and Veterans Way. The key components of surpassing the fierce competition at ASU were to acquire a superior site location, implement smart, urban growth principals and to deliver an unparalleled amenity package to form a development that would benefit the city, students and the school for years to come. By promoting walkability, providing new retail offerings, a superior residential product and reinvigorating the streetscape, Hub on Campus catalyzed growth and density in a previously under -served and under -developed section of the market. The site is situated adjacent to Sun Devil Stadium, bordering the ASU campus and just 200 feet from a light rail transportation spur, providing residents direct access not only to the ASU Downtown Phoenix Campus, but other surrounding metropolitan areas and the Skyharbor International Airport. The epicenter of Tempe's retail, dining and nightlife, Mill Avenue district, is just a few steps from the front door, while the campus lies directly to the south. There is objectively no better location for privatized student housing in Tempe. The Hub promotes sustainability and smart urban growth by delivering the LEED-certified residential housing and retail offerings right across from ASU's Block 12 planned redevelopment site while providing an anchor on which to implement Tempe's Master Plan to revitalize College Avenue. To further align with these interests, the Hub includes a new streetscape, complete with bike parking, updated street lamps, green parkways and new crosswalks. The "V -Shaped" floor plan of the building allows for unrivaled views into the Sun Devil's stadium, the ASU campus, downtown Tempe and the surrounding countryside from each facade, while providing a backdrop to the 30,908 sgft amenity deck on the fourth floor. The amenity deck is situated on top of over 200 car and 300 bicycle parking stalls, accessible only from the rear of the site and hidden by foliage and streetscape. A street - level lobby as well as an on-site management and leasing office is located at the front of the building, facing Sun Devil Stadium and A -Mountain, and showcases the designer finishes and furnishings found throughout. .SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE Any competitive property will boast long amenity lists, but the fourth floor of the Hub not only houses some of the most substantial and extensive amenities on the market, but the most uniquely and purposefully built, with the style, design and student in mind. Hub Fit Business Hub and Study Center • Two Fitness centers with state-of-the-art equipment • Private conference rooms • Outdoor Synergy360 machine • Modern computer lab • Fitness on Request kiosk and projection system • Outdoor study terrace • Yoga studio • Community "Quiet" study lounge Hub Spa Hub Club lounge • High-end tanning salon • Kitchenette • Steam room • Media wall • Spa Lounge Area • Custom designer sectional and furnishings • Locker rooms, showers and bathrooms • Bar and dining tables • Game tables Just outside the Hub Club lounge and club room is what really separates the Hub's amenity package; a massive 4th floor amenity deck, overlooking the ASU campus, complete with: • Trellis with day beds and hammocks • Sand volleyball court • Fire pit • BBQ stations • Private cabanas with misters, custom sectionals and TVs • Outdoor cabana with ping -gong and billiard tables • Swimming pool • Lounging/layout pool • Custom 40 -person hot tub • 22 foot LED TV screen and integrated concert -quality sound system SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE Location: Columbia, South Carolina Date Completed: 7/1/2014 Gross Square Feet: 506,279 GSF Rentable Square Feet: 318,285 RSF kU Residential: 318,285SF Parking: 34,000SF Retail: 24,087SF Common + Amenity: 149,907SF Project Budget: $42,500,000 Construction Costs: $31,750,000 Financing Method: Private Loan Project Team: • Project Team: Owner/Developer: Core Campus • Architect: Antunovich Associates • Owners Rep: Evans Construction & Consulting • Contractor: Mashburn & Christman Company (joint venture) Key Staff: • Marc Lifshin (Core Campus) — Manager of Development • Ben Angelo (Core Campus) — Project Manager • Evans Spileos (Evans Construction & Consulting) — Owners Rep • Jeff Zelisko (Antunovich Associates) — Architect • Matt Brownell (Mashburn Christman) — Manager of Construction Relevance to This Project: • Location in the center of downtown Columbia, SC. • Multi -use building with Residential, Retail, Parking and also Office/Utility space for large regional company, with shared structures with the city, a conference center and a Marriott Hotel. • High-end residential apartments in downtown settings. SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE The Hub at Columbia is located in the heart of South Carolina's capital and towers over the city with its unique design and structure. Core Campus bought the existing Palmetto Building and completely redeveloped and renovated it for top-of-the-line, luxury -style student housing options. The project consists of over 506,279 gross square feet, with 318,000 net rentable square feet of residential units and over 4,000 square feet in total retail and office space. The 20 -story building houses 848 beds in 260 units and quickly leased up to 100% before its opening in August of 2014. The surrounding restaurants and shopping malls in the Vistas neighborhood make it the perfect location for the almost 850 young professionals and student that will reside there, likely leading to a large and much needed economic stimulus to the downtown area. The Hub was engineered to cater to the rising demand in smart and energy efficient buildings to give the entire project a desired and sustainable environment. Core Campus management teamed up with Antunovich Architects and the 555 International designs to bring superior furnishings and finishes that perfectly complement the overall vision of the project. Together, we took the lead in order to facilitate multiple vendor transactions, deliveries, and installations to ensure a flawless opening date with smooth student transitions. Just a ten minute walk from the University of South Carolina's campus, the building boasts a desirable atmosphere that students are eager to live in. The Hub at Columbia offers an exquisite 11th floor club lounge, on-site leasing office, skyline amenity center, fitness room, exterior spa, and steam room. The connected parking garage provides a truly one of a kind experience with a rooftop pool, sand volleyball court, and an enormous 20 foot television all overlooking some of the city's finest architecture. Units are equipped with stainless steel appliances, granite countertops, ceiling fans in bedrooms, compact fluorescent lamps, high quality and modern furnishings, 42" LCD flat screen televisions, XL beds with plenty of storage, private bathrooms with tile floors, and in -unit washers and dryers. The penthouse units on the top floor include hot tubs, pool tables, and vast amount of living space with skyline views. SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE The 11th floor amenity rooms include: The outdoor amenity deck on the garage roof • Kitchenette features: • Media wall • Custom designer sectional and furnishings • Trellis with day beds and hammocks • Bar and dining tables • Sand volleyball court • Game tables • Fire pit • High-end tanning beds • BBQ stations • Steam room • Cabanas with custom sectionals • Spa Lounge Area • Swimming pool • Locker rooms, showers and bathrooms • Lounging/layout pool • Fitness center with state-of-the-art equipment • 20 foot LED TV screen and integrated concert- • Golf simulator room quality sound system • Yoga studio room • Concessions kiosk with bathrooms and changing rooms SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE Location: Tucson, Arizona Date Completed: 8/1/14 (estimated) Gross Square Feet: 300,283 GSF Rentable Square Feet: 202,091 RSF Project Team: • Project Team: Owner/Developer: Core Campus • Architect: Antunovich Associates • Owners Rep: Evans Construction & Consulting • Contractor: UEB Builders Residential: 202,091 SF Parking: 39,532SF Retail: 7,021 SF Common + Amenity: 51,639SF Project Budget: $47,000,000 Construction Costs: $32,500,000 Financing Method: Private Loan Key Staff: • Marc Lifshin (Core Campus) — Manager of Development • Chad Matesi (Core Campus) — Project Manager • Evans Spileos (Evans Construction & Consulting) — Owners Rep • Jeff Zelisko (Antunovich Associates) — Architect • Mike Hurst (UEB) — Manager of Construction Relevance to This Project: • Prime high-density location • Multi -use building with High-end Residential, Retail and Parking Garage. SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE Hub at Tucson is a 300,000SF mixed-use purpose-built student housing development serving the the University of Arizona, Tucson. The 12 stories and penthouse include over 7,000SF of first floor retail and contains 594 beds in 164 units. Core Campus worked closely with the City of Tucson as well as neighborhood and special interest groups to create a development that would not only provide high-class architecture and housing for students and young professionals, but provide a high-density economic stimulus to the neighborhood. 6110 01170 0 101 190: 185100 Ing wit 111:1 Z: ■ Private Bedrooms and Bathrooms ■ Brushed Steel Ceiling Fans in Bedrooms ■ Fully Furnished with Custom Designed Furniture ■ Designer Custom Cabinetry in Kitchen and Bath ■ Upscale Stainless Steel Appliances ■ USB/Duplex Outlet in Kitchen ■ Dimmable Fixtures (Living Room and Kitchen) ■ High -End Plumbing Fixtures including Showerheads with Bluetooth Speakers ■ Walk -In Shower with Seating and Glass Enclosure* ■ Wood -Style Flooring ■ In -Unit Bike Storage** ■ Dry Bar with Beverage Cooler* ■ Keurig Coffee Brewing System ■ Private Balconies with Breathtaking Views* ■ Floor -to -Ceiling Low E Glass Windows ■ Stylish Quartz Countertops ■ Blackout Shades in Bedrooms 11111lf"TUCSON ROOFTOP POOL DECK9W'MERMPW HUB AT TUCSON RESIDENTIAL UNIT ■ Porcelain Tile in Bathrooms ■ Walk -In Closets* ■ Built -In Organization in All Closets ■ Custom Roller Shades in Living Room ■ Insulated Interior Walls ■ Stackable, Full Size Washer and Dryer ■ 42" Flat Screen HDTV in Living Room ■ Cable, Internet and Trash Included in Rent ■ Furniture Included in the Unit: ■ Private Bedrooms and Bathrooms ■ Mounted flat -panel 42" TVs in each living room ■ Full-sized beds with bed frame ■ Desk and desk chair ■ Sectional couch in each unit ■ Love seat (depending on size of unit) ■ Side table(s) in living room ■ Bar stools (depending on size of unit) SECTION 7 DEVELOPER'S PREVIOUS EXPERIENCE COMMUNITY FEATURES ■ Rooftop Infinity Edge Pool ■ Rooftop Hot Tub (20 People) ■ Rooftop Sun Deck with Patio Chairs and Tables, Loungers, Pool Table and Foosball Table ■ Exterior Terrace with Grilling Area, Fireplace and Seating Area ■ 22 -Foot LED Outdoor TV Screen ■ Clubroom with Kitchen, TV and Gaming Area with Pop a Shot, Pool Table and Shuffleboard ■ State of the Art Fitness Center Featuring Fitness on Request/Yoga Studio ■ Relaxing Spa Featuring Sauna, Steam Room and Tanning ■ Outdoor Sand Volleyball Court ■ Trellis with Hammocks, Misters and Outdoor Seating ■ Spacious Study Rooms Perfect for Individual or Group Work ■ Scholarly Floors with Controlled Elevator Card Access ■ Executive Business Center with Macs, PCs and Printers ■ Building -Wide Secured High Speed WiFi ■ Gated Private Parking with Secured Roll Down Door, Bike Storage and Self -Service Car Wash Station ■ Controlled Access to Building ■ Lifestyle Features: ■ Walking Distance to the University of Arizona and University Avenue ■ On -Site Professional Management Core Campus LLC's partners have developed over $1.3 billion of real estate over the past decade and Core Campus currently owns $500m of properties throughout the United States. Core Campus LLC has revenue from a variety of sources including development work, general contracting, income from properties, and management of properties. Core Campus LLC has strong equity positions in all Core Campus projects. Core Campus' financials are managed by a diverse team estate and accounting professionals. The Core Campus internal development team oversees development and construction budgets and project draws throughout construction. Core Campus has real estate professionals with finance, construction management, and accounting backgrounds. Core Campus projects are managed by Core Campus Management, a wholly owned Core Campus LLC entity. Core Campus Management is responsible for property leasing and revenue generation, property management, and management of operating expenses. The Core Management team has managed over $1.5 billion of real estate properties and currently is managing the $500m of Core Campus properties. Core Campus has a long-term partnership with DRW Real Estate (DRW), a large real estate investment and development firm based in Chicago. DRW is responsible for financing Core Campus projects and providing a portion of equity. The DRW team consists of a principal with over $2 billion of real estate development experience, and support analysts including a certified public accountant and a construction financial analyst. Outside of the Core and DRW development partnership are professional real estate accountants and consultants. Core projects accounting is handle by YG Financial, a full service accounting firm that Core Campus partners have worked with for over 10 years. The Core and DRW partnership is consulted by a Price Waterhouse Coopers real estate accounting team and Roberts, McGivney, and Zagotta LLC, a legal firm with strong real estate transaction and accounting experience. Core project financials are circulated monthly by YG Financial and reviewed and approved by both Core Campus LLC and DRW Real Estate. Core Campus and DRW work with YG Financial on all entity tax returns and DRW Real Estate's internal accounting department provides additional review. SECTION 8 DEVELOPER'S FINANCIAL CAPACITY BMO ® Harris Bank A pan of BMO Financial Group July 11, 2014 Mr. Marc Lifshin Managing Principal Core Campus 2234 West North Avenue Chicago, Illinois 60647 Commercial Real Estate 111 West Monroe Street Chicago, IL 60603 Re: Proposed development for the Court St./Linn St. Redevelopment Site, Iowa City, IA Dear Marc, Pursuant to your request, BMO/Harris Bank N.A. ("Bank") is pleased to present this letter of interest indicating the Bank's willingness to possibly providing a construction loan for the above referenced property. This opportunity would continue our relationship that we have established in providing financing for two of your current projects that are located in Tucson, AZ and Madison, WI. We have received certain information from you regarding this project and we look forward to providing a comprehensive competitive construction loan proposal at the appropriate time. This letter is for discussion purposes only and should not be construed as a formal commitment to lend by Bank. Final approval of any request for credit is subject to approval by the credit committee of Bank and is subject to the completion of customary due diligence including but not limited to the review and approval of final plans and specifications, permitting, budget, environmental assessments, appraisal and pro forma operating statements. Sincerely, BMO/Harris N.A. "V ✓lY'� yLtN�— William J. Schlesser Senior Vice President. BMO Ha,nz Bank N A. SECTION 8 DEVELOPER'S FINANCIAL CAPACITY PNC July 10, 2014 City of Iowa City 410 East Washington Street Iowa City, IA 52240-1826 PNC Real Estate One North Franklin Street, Suite 2150 Chicago, IL 60606 P: 312384.4628 E: tracy.larrison@pnc.wm Tracy S. Lamson Senior Vice President RE: Private Developer Proposal for the Court St./Linn St. Redevelopent Site Deas Sir or Madame: With respect to the above -referenced project it is my pleasure to provide this letter for you to use for any party seeking references for Core Campus. PNC confirms that Core Campus has maintained an excellent relationship with the Bank for approximately three years and has been provided approximately $60 Million of credit facilities to date on projects located in Mississippi and Oregon. All of the loan facilities have been handled as agreed and all aspects of each project have been handled with the utmost of integrity and professionalism. PNC is one of the largest and most active Commercial Real Estate lenders in the country and has experience in all property types including complex mixed-use developments. The Bank is confident the development team could execute a highly successful development and PNC would be interested in providing development financing. Please contact me if you have any questions or require other information. Best Regards, racao s Za-tl�nr Tracy S. Larrison Senior Vice President Core Campus is a company whose Principles staff have over half a century of combined experience developing and managing student housing. We have experience in several top markets throughout the country, with projects totaling over 12,000 beds. Our services include acquisitions, development and in-house management. Since our development services are in-house, we are able to work strategically with our management team to develop and build a product tailored to the needs and desires of the local markets that we invest in. Furthermore, our in- house management team allows us to implement a strategic leasing plan with the ability to quickly adapt to the changes in the market. Core Campus strives to be the pioneering developer in each market we target. Core Campus has a robust infrastructure that matches centralized systems and management expertise with decentralized local operational expertise. Core Campus employs a dedicated, skilled management team with significant experience in financing, acquiring, developing, and managing developments. We combine comprehensive institutional real estate investment knowledge with local experience and a proven track record. We are committed to providing high-quality developments that go well beyond the expectations of the residents, universities and other stakeholders within the communities we serve. What differentiates Core Campus from other owners, operators and developers is not simply our ability to target the right opportunities, but the ability to maximize asset value through a comprehensive property management and leasing/marketing plan. In-house development enables Core Campus to work strategically with the management team to develop student housing tailored to the needs of the local markets. In-house management allows Core Campus to develop strategic leasing plans that have the ability to quickly adapt to the changes in student preferences. Having both development and management in-house allows Core Campus to design the property management plan specifically to the market and the building. The coordination between Core Campus Management and Core Campus Development starts early in the planning process long before construction begins. It continues with staffing at the site level to build a brand through marketing resulting in a strong lease up during construction. As a development nears completion, local staff works with Core Campus on punch list items and lead the push to bring the job to a positive close. All the above help ensure a seamless transition from construction to operations. Additionally, the Company's accounting services are provided by a third -party accounting firm, YG Financial Group, which has extensive experience in student housing assets and which delivers best -in -class reporting to support the management team. Quality management is not just report focused on achieving budgeted goals but also on the satisfaction of our residents. While high occupancy is key metric in determining resident and parent satisfaction with our property and management, we also conduct periodic surveys of our residents. These surveys no only help remedy and correct concerns the students may have but they also help management in the implementation of new policies and procedures nationally. Core Campus Development facilitates an efficient, defined process for bringing first-class product from start to finish, including asset underwriting and financial feasibility analysis, economic impact analysis, concept design and development, entitlements and due diligence, contract negotiation and purchasing, construction management and delivery/turnover of the final product to market. Thorough, upfront attention to detail enables Core Campus Development to deliver on projects that provide strong, predictable returns in a variety of real estate markets over a number of asset classifications. .SECTION 9 CONSTRUCTION AND FINANCING PLAN Core Campus Management contains specialized operating systems that sets us apart from the competition and is one of the reasons we fully lease up our projects year after year. Our comprehensive management program includes all aspects of initial operations, corporate support, and expertise in the following areas: • MANAGEMENT PROCESS ■ Marketing and leasing ■ Business administration ■ Facilities maintenance ■ Information technology management ■ Customer service tracking ■ Accounting services ■ Asset management and financial consulting ■ Human resources and staff training ■ Risk management ■ Dining services • MARKETING ■ Identification of target market, appropriate messages, media availability and plan execution timeline ■ Development of marketing budget ■ Competitive analysis ■ Rental rate recommendations ■ Project logo, branding concepts, collateral marketing materials and lease documents ■ Signage packages • STAFFING ■ Recruiting, hiring, and training property -level staff ■ General manager, assistant general manager, resident director and resident assistants ■ Business and leasing staff ■ Maintenance staff ■ Corporate support and supervision • OPERATING ■ Comprehensive management plan development includes the following: ■ First-year operating budget ■ Marketing plan ■ Capital plan ■ Physical set-up of administrative and leasing offices ■ Physical set-up of model unit ■ Utilities set-up ■ Monthly management and initial lease -up meetings SECTION 9 CONSTRUCTION AND FINANCING PLAN - B: GENERAL SCHEDULE FOR COMPLETION ID 1 ask 8 Motle ® a a a ® a ask Name REP Process Submit RFP RFP Selection Process (estimated) Finalize with City of Iowa City (estimated) Due Diligence & Financing Site Due Diligence Secure Financing Architecture & Engineering Schematic Drawings Design Development Permit Drawings Construction Drawings Construction Administration Permitting Subm it for Perm it pectin creep Obtain Permit Construction Bid to Co ntracto rs Contract Pre Construction Construction llurabon Start Fnlm Foods 121 days ed 7/16/14 Wed 11/31/lr 1 day Wed 7/16/14 Wed 7/16/14 60 days Thu 7/17/14 Wed 10/8/14 2 60 days Thu 10/9/14 Wed 12/31/143 120 days Thu 1/1/15 Wed 6/17/15 60 tlays hu 1/1/15 Wed 3/25/15 4 60 tlays hu 3/26/15 Wed 6/ll/15 6 817 days Sun 6/1/14 Mon 7/17/17 151 days Sun 6/1/14 Fri 12/26/14 60 days Thu 1/1/15 Wed 3/25/15 9,4 60 days Thu 3/26/15 Wed 6/17/15 10 60 days Thu 6/18/15 Wed 9/9/15 11 08 days Thu 12/24/15 Mon 7/17/17 21SS 61 days? Thu 6/18/15 Thu 9/10/15 60 days Thu 6/18/15 Wed 9/9/15 11 1 day' Thu 9/10/15 Thu 9/10/15 15 543 days Thu 6/18/15 Mon 7/17/17 45 days Thu 6/18/15 Wed 8/19/1511 30 days Thu 8/20/15 Wed 9/30/15 18 60 days Thu 10/1/15 Wed 12/23/1519 08 days Thu 12/24/15 Mon 7/17/17 20,16 Half22 S O 2 3 4 5 6 7 8 D 1 2 0 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Occupancy 0 days Mon 7/17/1 Mon 7/ll/ll 21 Project Sectionib_Construction Date :Fri 7/11/14 Task split ����...... Milestone ♦ Summary Project Summary External rocks External Milestone ♦ .����� Inactive Task Inactive Milestone Inactive Summary Manual Task Duration only O Manual Summary Rollup Manual Summary StartonlyC Finish only 3 Deadline 1 Progress Page 1 • C: GENERAL FINANCING PLAN D14 HaIf12D15 HaIf22D15 HaIf12D16 HaIf22D16 HaIf12Dll H NDIF AMIIASONDI FMAMI IASONDIF AM11 Financing for this project would be secured through commercial lender. Please reference Section 8 for additional information regarding Core Campus' history with commercial lenders. Core Campus has a long-term partnership with DRW Real Estate (DRW), a large real estate investment and development firm based in Chicago. DRW has provided a portion of equity on all Core Campus projects to date. • D: MARKETING APPROACH Our primary goal is to create an innovative branding and marketing campaign for our Hub product. We bring a creative, innovate edge to our marketing and advertising campaigns that is aligned with the positioning and quality of our product. Our marketing efforts begin in our pre -development phase. During this initial phase we identify the target market, research the appropriate messages to the target market, research the media availability and begin formulating our full marketing campaign. We have found that students are linked together through a strong network of social media and digital communication. Peer to peer influence is key to where they choose to live. Being part of that conversation is a key to running a successful marketing campaign. We focus primarily on the following topics: SOCIAL MEDIA • Develop and execute rich social content SECTION 9 CONSTRUCTION AND FINANCING PLAN • Expand leasing technology and resident engagement to Facebook • Host resident contests via social media • Become an active voice on the university's social media platforms WEB MEDIA Design and develop a branded Web site to serve as an online hub for Hub residents and prospects, specifically: • Integration with an online leasing portal • Virtual tour interface • Social media integration • Events calendar • Online lease and utilities management for current residents • Privatized residents' forum and community features PRINT MATERIAL • University Newspaper • University Alumni Magazines and Publishing's • Local Newspaper • Campus Guide Books • Student Organization Guides • University Coupon Books LOCALIZATION • Co -brand with local businesses to provide students with exclusive offerings • Partner with student organizations to establish brand recognition among close-knit groups of peers • Support local charities or service projects on behalf of the student body PROMOTION • Offer referral incentives • Exclusive events for residents and friends and family • Incentivize early, repeat, and long-term leases • Appoint resident ambassadors to attract new and return leases and volunteer as model units EVENT ACTIVITIES • Sports events: volleyball, basketball, sandbag toss, billiards, ping -gong, etc. • Tailgating parties • Pool party/cook-out • Food cart courts at leasing office lot • Best of college movies marathon (projected on additional outside screens with no sound for visual interest) • X-Box/Play Station on-site gaming trailer and competition. • E: PROPOSE PURCHASE PRICE Core Campus proposes to pay a purchase price of $4,500,000 less customary prorations in cash at closing. Core campus will not require a financing contingency. Core Campus is not seeking any financial incentives from the city. The combination of cash proceed to the city and no requirement for use of city resources while producing a high tax value parcel is an outstanding result in maximizing the city's return on an underutilized asset. Core Campus and it's affiliates do not intend to use any public financing at this juncture. • DESIGN NARRATIVE For this mixed-use project - a luxury residential building with 20,000 sf of office space - we started off by creating a massing study to assign volumes and locations of spaces with similar functions. The office component is located to north of the site to provide an active use along the major street frontage (Court Street) on the two lower floors. Since there is a significant slope to the site we are proposing to provide an outdoor light well for the lower level of office space along Court Street. The office space has prominent street corner visibility at the intersection of E Court Street and S Linn Street with its own entrance canopy feature. Along the street frontage of the secondary street (Linn Street), we have located the various residential amenity spaces to provide additional active uses along the eastern frontage of the building with an access point to the integral parking structure at the southern end. The parking structure can also be accessed on the 2nd level from the alley on the west side of the site. On the 3rd floor, the main mass of the residential building is set back 10' from the lower to levels to provide privately landscaped roof terraces for the units on that level. The floor plates then form a "C -shape" to enclose the parking garage within the building development on the lower levels. The garage exterior is screened by a"green wall" system along the west face of the building up to the 6th floor, where a luxurious private outdoor landscaped space for the residents sits atop the parking garage. VISUAL DESCRIPTION OF Above this level, the geometry of the residential plan takes on an "E -shaped" configuration that provides expansive views to the west overlooking the nearby river and university campus. The uppermost floors feature (3) large outdoor 'sky decks' facing the west. The exterior building massing has repeated elements of protruding rectangular shapes and recessed planes throughout the facade that create volumes to function as balconies and sun shading devices. These elements take on a playful puzzle -like nature with tone -on -tone color accents as they are rotated around the building both vertically and horizontally, similar to a rubik's cube. A stone -clad base at the lower (2) levels anchor the 15 -story building to the site at street level, while aligned vertical elements provide emphasis to the street corner that is wrapped by a thin horizontal canopy that serves to visually tie the various uses of the development together at the pedestrian level. ■ IM wION 11 VISUAL DESCRIPTION OF BUILDING • PROJECT POSITIONING AND GENERAL DATA PROPOSED SQUARE FOOTAGES AND UNIT MIX PROJECT DATA: SITE AREA: 1.30 AC (60,000 SF) ZONE: CB -5 BLDG SETBACK Z MIN 8' MAX STORIES: 8 (15 vd BONUS) 10' FACADE SETBACK AFTERSi6 FL 20,000SFOFFICE 30% MAX 3 BDRM NO PARKING 1x130' ALONG ST. MAX NON-RESI. PARING 1I500SF BUILDING AREA: 611.655 BE PARKING READ: 1 BRDM- 0.5SPACESh1NIT 2BDRM- 1SPACEAINIT 3BDRM- 2SPACESh1NIT UNITS vs PARKING: 113DRM-150'0.5- 75PKNG 213DRM-M-1.0-172PKNG 3 BERM - 108.2.0 - 216 PKNG TOTALS- 818 DEEM & 453 PKNG PARKING PROVIDED: RESIDENRAL: 483 STALLS OFFICE: 34 STALLS (1.]/1000 SF) TOTAL: 497 PARKING STALLS N' TOTALBEDS 818 TOTAL UNITS 430 Parking Provided 1 Basement 1 1st 12nd 13rd 14th 15th 16th 17th I 8th I 9th 1 10th I 11th 112th 13th 114th 115th 1TOTAL stalls 1 691 88 1 85 1 86 1 86 1 83 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 497 Note: Parking is not required for non-residential uses in CB -5 zoning district, but if provided can be no more than 1/500s1 (office - 20,000sf / 500sf - 40 stalls max) Total Bldg Are total residential area Area 331,587 sf %of net bldg um/stalls avg sf/ea 85.26% 430 ]]1 total parking area 182,074 sf 2 total amenity N of units per floor n/a total common/mil 50,137 sf- 43' totalstairs/elev/trash 14,600 sf n/a total office Bdrms/ Unit Avg. Area Basement 1st Bud 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th total units %of total units 1 475 sf 0 0 12 66 6 12 12 12 12 12 12 12 12 12 12 150 34.88 2 800 sf 0 0 2 10 12 10 14 14 15 15 15 15 15 15 10 10 172 40.00 3 1075 sf 0 0 4 4 4 4 8 6 11 9 11 9 11 9 12 6 108 25.12 TOTALBEDS 818 TOTAL UNITS 430 Parking Provided 1 Basement 1 1st 12nd 13rd 14th 15th 16th 17th I 8th I 9th 1 10th I 11th 112th 13th 114th 115th 1TOTAL stalls 1 691 88 1 85 1 86 1 86 1 83 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 497 Note: Parking is not required for non-residential uses in CB -5 zoning district, but if provided can be no more than 1/500s1 (office - 20,000sf / 500sf - 40 stalls max) Total Bldg Are total residential area Area 331,587 sf %of net bldg um/stalls avg sf/ea 85.26% 430 ]]1 total parking area 182,074 sf 2 total amenity 13,042 sf n/a total common/mil 50,137 sf- 43' totalstairs/elev/trash 14,600 sf n/a total office 20,215 sf 611,655 sf 388,933 sf Bdrms/ Avg. Unit Area W D 1 475 sf 19' 25' 2 800 sf 32' 25' 3 1075 sf 43' 25' .SECTION 11 VISUAL DESCRIPTION OF BUILDING Space Area (sf) %/flr office 0 residential 24,720 85.77% amenity 432 parking 0 - common/util 2,750 stairs/elev/trash 920 L 28,822 office 0 residential 24,720 87.07% amenity 0 parking 0 -_ common/util 2,750 stairs/elev/trash 920 28,390 office 0 residential 28,833 87.21% amenity 216 stairs/elev/trash 920 parking 0 ._ common/util 3,092 stairs/elev/trash 920 33,061 office 0 residential 28,833 87.21% amenity 216 parking 0 -_ common/util 3,092 stairs/elev/trash 920 33,061 office 0 residential 28,833 87.21% amenity 216 parking 0 common/util 3,092 stairs/elev/trash 920 L 33,061 Space Area (sf) %/flr office 0 residential 28,833 87.21% amenity 216 0 3,092 stairs/elev/trash 920 TOTAL 33,061 office 0 residential 28,833 87.21% amenity 216 parking 0 : common/util 3,092 stairs/elev/trash 920 office 0 residential 28,833 87.21% amenity 216 parking 0 :ommon/util 3,092 stairs/elev/trash 920 TOTAL 33,061 office 0 residential 24,450 85.47% amenity 216 parking 0 : common/util 3,020 stairs/elev/trash 920 MMMMMMME28,bu6 office 0 residential 24,720 86.42% amenity 216 parking 0 common/util 2,750 stairs/elev/trash 920 TOTAL I 28,606 • 611,655 VISUAL DICRIPTION OF BUILDING • BASEMENT AND FIRST FLOOR PLAN 14� SOUTH LINN STREET H w LU H E- E- 0 O U) LU LU 8' MAX. SETBACK O L �FJ COMPUTER FITNESS UROOM i CENTER 6 SF 2 874 3159 SF L SPA z 899 SF ? L I I OFFICE 88 STALLS CO ID,292 SF RAMP UP / RAMP ON � � t U I W STOR FLooR1 PUBLIC ALLEY (ABOVE) 390' 10' !TION 11 VISUAL DESCRIPTION OF BUILDING FLOOR 2 + FLOOR 3 FLOOR 390, PUBLIC ALLEY LEVEL Y, ROOFTERRACE 2BR 2BR 2BR 1BR 1BR OPEN TO 1BR 1BR I 2BR 2BR 2BR 3BR BELOW I 3BR IF. _- _y. _- y. __. - 1 _. _1. -1._. i. -y. _- y. __. i. __. - TBR 1 B w 86 STALLS w r co O 2BR 2BR O r I � RAMP UP / RAMPDN _TI 36R I 36R I 26R LLL� 26R I FLOOR 3 370' 4 10' FLOOR 390, PUBLIC ALLEY LEVEL Y, SECTION 11 VISUAL DESCRIPTION OF BUILDING FLOOR 4 + FLOOR 5 BALCONY ,i 2BR 26R 26R 36R 36R iT OP NTO TBR TBR 2BR 2BR 26R 3BR BELOW I 3BR _- _- _ y.___. _. .-i.._ y. ___. _ y.___. _ - IRE 1RR 2BR 2BR 2BR TBR TBR TBR TBR 2BR 2BR 2BR 3BR I OPEN TO 3BR M IF. BEIjOW I y.______ - y.___i.___ 3BR 2BR TBR B LO 1BR 26R 36R ----- - 2BR ir. 6R 2BR __. 1 2BR TBR TBR �F____ (V) r TBR �. F. � �. TBR TBR TBR 370' L 3BR 3BR 2BR 2BR FLOOR 7 Nv li li ,I li li 2BR 2BR 2BR TBR TBR 2BR 2BR TBR 11 TBR 2BR 2BR 2BR 3BR I Ir 2_2-STORYI 3BR F.___.--- i..------ y ------ . .-i.. --- y. ------ y. ------ .. y.------ ___-2BR 2BR 2BR 2BR TBR TBR TBR TBR 2BR 2BR 2BR 3BR I I I 3BR 3BR I 3BR IF. y.______ ------- y. --- i.---- 2STCRYI2STCRY ___y. ______i ------y ------ _ -TF—Fcaxwy T BE 2BR TBR TBR 2BR 3BR 2BR 2BR - 2BR 'I. - __ RAMPUP / TRAMP DN ___ _i 2BR TBR TBR (V) TBR F. -. _----.i TBR TBR CO ER O TBR i OUTDOOR 4860 SF OUTDOOR F - L CMR75 C RO iF BE 370' OR5v BBE 3BR VIEWS TO MVERC PUS 3BR 2BR & FOOTBALLSTRDIUM 26R FLOOR 370 SECTION 11 VISUAL DESCRIPTION OF BUILDING FLOOR 6 + FLOOR 7 FLOOR 7 260' 553 j 2BR 2BR 2BR 3BR 3BR I 3BR TER 2BR 2BR 2BR SUR 3BR SUR 2-STORY2-STORY 2BR 2BR 3BR 3BR it iF- 3BR I L r. 3BR 2BR FLOOR 6 SUR I 2BR I 3BR OUTDOOR COURTYARD R175SF COVERED PAT" a C8805F o VIEWS TO RIVER, CAMPUS & FOO�ALL STADIUM 3BR I 2BR I SUR OUTDOOR COURTYARD R175SF 3BR 2BR 2BR 6R E0 F � 3BR 3BR I SUR 2BR I wION 11 VISUAL DESCRIPTION OF BUILDING BALCONY FLOORS 8-13 TYP. BR 2BR 2BR 213R 1BR 1BR 3BR 3BR 3BR 3BR i OPER TO I I i y --y. _ BALCONY 1BR I I I 2BR li 2BR 1BR 1BR F cuna 1BR 1BR 2BR li 2BR li 2BR 3BR I 3BR 2BR TBR 2BR 3BR OPL BR 3BR I�F BEI WM 2BR r IBR l -----L WIo TBR II J _ - J I I 3BR 2BR 'IBR OPENTO OPENTO BELM BELOW 36R 'I 2BR 36R h 2BR 2BR 2BR IIF---- -j 2BR zo TBR 1BR(Y) TBR I IF----_ 36R 36R -i I TBR TBR 1BR _..iI I IIF_..... IIT 3BR I 3BR 2BR 3BR 2BR 2BR FLOOR 11 103' 55' 102' 55' 79[0101AElmo [0Ii1:916i FLOOR 15 i[IPA l.'i.'il TBR TBR I 2BR 2BR 2BR 36R y. y L ___------- .1______ TBR T ---� 2BR 3BR Ih L-. `101A 2BR 2BR 2BR TBR TBR TBR TBR BALCONY 2BR III BR 2BR 2BR 213R 1BR 1BR 3BR 3BR 3BR 3BR i OPER TO y. y --y. _ 1_____. 1BR BELM 3BR F cuna 1 3BR 2BR TBR 2BR 3BR BR I�F 2BR IBR -T -----L TBR O IF_______--. TBR OPENTO OPENTO BELM BELOW 3BR TBR 3BR 36R IL. TBR OPEN TO OPENTO I 2STORY II II 2 -STORY BELOW I. BELOW FLOOR 15 i[IPA l.'i.'il TBR TBR I 2BR 2BR 2BR 36R y. y L ___------- .1______ TBR T ---� 2BR 3BR Ih L-. `101A 2BR 2BR 2BR TBR TBR TBR TBR I 2BR 2BR 2BR III BR 3BR I 3BR 3BR O 3BR i ---y. -y. y. TBR y. y --y. _ 1_____. 1BR 3BR MMI 2BR 2BR 2BR TBR TBR TBR TBR I 2BR 2BR 2BR III 3BR I 3BR 3BR I 3BR i ---y. -y. y. 2STORY12STORY y. y --y. _ 1_____. 3BR 2BR TBR TBR 2BR 3BR 26R 2BR IBR TBR O TBR 3BR 36R TBR 2STORY II II 2 -STORY 3BRTBR IIL 1BR 3BR 3BR 3BR J 2STORY 2 -STORY OUTDCCR SKYp K SKY BECK SKYD�EECCK J.SE 1C BE o 1486SE o, N FLOOR 14 102' 0 55' , 102' 0 55' WION 11 VISUAL DESCRIPTION OF BUILDING • MASSING STUDY lvlu�wlly vuw lluill lm� ------------L------- Massing View from SW Core Campus typically strives to achieve LEED certification for its Hub projects. To achieve LEED Core typically focuses on a multitude of different Design and Construction credits, which vary from job -to -job. High efficiency mechanical systems are just one key element of Core's green buildings. In the last such systems have included a central plant with chillers which cycle cold water through a 2 pipe system to individual fan coils located in the residential units, common areas and retail spaces. Heating is provided by electric reheat coils located with the individual fan coil units. This system exceeds the underlying energy code and is capable of attaining additional LEED points for LEED projects. Incorporation of recyclable materials, use of sustainable and local materials, and energy efficient fixtures are also a part of Core's standard design practice. None of the principals, development entities, or members of the development team have ever been charged with or convicted of a felony nor has there been any litigation involving the principals, development entities, or members of the development team during the past five years. • BRUCE WALDEN - Director of Real Estate Services, University of Illinois 506 S. Wright St, Suite 208 Urbana, IL 61801 (217)244-8496 bwalden@uillinois.edu Core Campus Relationship Contact: Tom Harrington • GARY ANNA - Vice President for Business Affairs - Bradley University Swords Hall 207 Peoria, IL 61625 (309) 677-3150 gma@bradley.edu Core Campus Relationship Contact: Tom Harrington • OSCIE BROWN - General Manager Communication Services - SCANA (Regional Utility) Building B 100 Scanna Parkway Cayce, SC 29033 (803)360-8807 obrown@scanna.com Core Campus Relationship Contact: Tom Harrington • DR. FLOYD HOELTING - Executive Director of the Division of Housing & Food Services, University of Texas University of Texas at Austin H and F Division Office PO Box 7666 Mail code El 800 Austin, TX 78713 (512) 471-8631 fl:L)ydh@austin.utexas.edu Core Campus Relationship Contact: Ben Modleski • STEPHANIE SALAZAR - Director, Local Community & Government Relations - Arizona State University 6027 South Sagewood Ironwood Building Mesa, AZ 85212 (480) 727-0656 Stephanie.Salazar@asu.edu Core Campus Relationship Contact: Ben Modleski • CORE CAMPUS Core Campus is primarily a student housing provider and employs its resources to acquire, develop and manage all of its properties internally, and the principals of this group have considerable experience with similar developments in other markets. Over the past four years, Core Campus has been involved in acquisitions and/or development of approximately $1.3 billion of student housing assets, involving over 12,000 beds in a number of university markets, including but not limited to: University of Texas, University of Arizona, Arizona State University, University of Illinois, University of Mississippi, University of Oregon, University of South Carolina and the University of Wisconsin Madison. Core Campus was formed in 2010 with a fresh and progressive approach towards development, mainly focusing on mixed-use student housing developments. Core Campus identifies market needs and develops well thought out floor plans and amenities that provide tenants with the best possible place to live, work and succeed. Core Campus Management was formed shortly after Core Campus Development in 2010. Core Campus Management prides itself on its ability to follow through and strives to provide its tenants with the best possible building management available, but providing first-class service, which starts with its first-class staff. Core Campus specializes in acquisitions, developments and in-house management, working strategically with our management team to develop and build a product tailored to the needs and desires of the local markets where we invest. Furthermore, our in-house management team allows us to implement a strategic leasing plan with the ability to quickly adapt to the changes in the market Core Campus strives to be the pioneering developer in each municipality we target, so that our name is the first thing students, tenants, and universities think of when they are looking for innovative first-class projects. Core Campus Development is based on out Chicago, Illinois. The firm has 10+ key people, including the managing member, several development managers, accounting, and administrative support staff. All phases of development run out of the Chicago office. Core Campus Management is based out of Austin, Texas. Core Campus Management employs over 60 professionals throughout the country that range from Chief Operating Officer to local property managers and support staff. Every Core Campus managed project is staffed with several full time staff including managers, engineers and additional support/leasing staff. • AWARDS - HUB ON CAMPUS Student Housing Business (SHB) Innovator Award for Best New Development Greater Than 200 Beds 2014 Student Housing Business (SHB) Innovator Award for Best Architecture Greater Than 200 Beds 2014 Engineering News Record (ENR) Best Residential/Hospitality Project Southwest 2013 Real Estate & Development (RED) Best Multifamily Project Greater Than 250k SF 2014 HUB AT IOWA CITY IOWA CITY / IA THANK YOU IN ADVANCE FOR YOUR TIME AND CONSIDERATION WE WANT TO TAKE THE TIME TO ASK FOR YOUR BUSINESS AND PLEASE DO NOT HESITATE TO CONTACT US WITH ANY QUESTIONS AND CONCERNS. CONTACT: CORE CAMPUS TOM HARRINGTON e TOMH@CoreCamp.us c 217.369.0038 zeFL _ WL1_ r n IT HIS z ns - i11]1 1 1 1 G 11 i1 L' �LI IIIA 1 11 LII L oLtlll; , IL.N;IILIILIIII ;',• ��I--� ,. sem.. ILIIt: L 3Lf IF, -�'� N, d t { 1 I.1LI o I I� HUB AT IOWA CITY IOWA CITY / IA CCj�E M, 0 0 mmmm� mal'Imm ftmmft� .1 RAW"I I 7 gj. Content Section Proposal Submittal Signature Form..................................................................................1 SignedCover Letter..........................................................................................................2 Contacts...........................................................................................................................3 DevelopmentEntities.......................................................................................................4 ContractEntities..............................................................................................................5 OrganizationalChart........................................................................................................6 Experience.......................................................................................................................7 FinancialCapacity............................................................................................................8 ProjectNarrative..............................................................................................................9 Financial Narrative (Sources & Uses)..............................................................................10 VisualDescription..........................................................................................................11 EnergyEfficiency............................................................................................................12 Litigation........................................................................................................................13 References.....................................................................................................................14 Unique Resources, Capabilities & Assets........................................................................15 1 EXHIBIT "A" Proposal submittal signature form The undersigned attests to his/her authority to submit this proposal and to bind the firm herein named to perform if the firm is selected by the City of Iowa City. The undersigned further certifies that he/she has read the Request for Proposal, terms and conditions, and any other documentation relating to this request; has complied in all respects with all conditions hereof, and this proposal is submitted with full knowledge and understanding of the requirements and time constraints noted herein. The undersigned hereby further acknowledges that it accepts the terms of the Request for Proposals in its entirety and by the submission of its proposal hereby waives any claims or claims to irregularities that arise out of such RFP, the process employed by the City to solicit and develop proposals, or the RFP evaluation process described in the RFP, and agrees to release and hold harmless the City, its employees, agents, and consultants from any claim, loss, or damage arising therefrom. The undersigned hereby authorizes any person, firm or corporation to furnish any credit history and financial condition or other information required by the City to verify information related to the firm's submission to the City. I hereby certify, on behalf of the undersigned firm, that the above information is true and correct to the best of my knowledge and that the City may rely on the information provided. Firm name: Sherman Associates Inc. Home office address: 233 Park Avenue South, Suite 201 City, state, zip, Minneapolis, MN 55415 Name and Title of Representative: Name: George Sherman Signature: Date: 07/15/14 19 2 F&sherman ASSOCIATES July 15, 2014 City Clerk City Hall 410 East Washington Street Iowa City, Iowa 55240 Re: Sherman Associates Proposal for the Court St/Linn St Redevelopment Dear Iowa City Staff, Sherman Associates and our development partners are pleased to submit the enclosed proposal for redevelopment at South Linn Street and East Court Street. The enclosed materials demonstrate our team's mixed use and urban infill experience. It shows our ability to deliver a product that is in line with the city's goal of an urban, downtown - density development. We propose to develop the site into three distinct yet interconnected uses. We would develop 91 market rate residential units, a nationally branded 146 key hotel and 23,000 square feet of flexible office space. The development would include 329 structured parking stalls, to serve the needs of the site. Sherman Associates and associated entities would be the long term owner and operator of all components of this development. This development would bring street level vibrancy and vertical development to the area. Our team possesses three key competencies that will enable us to deliver this product on time and on budget: • Effective Public -Private Partnerships: The development team recognizes local governments as critical partners in the development process. Through the coupling of expertise and through effective communication we create measurable impact within communities. • Thoughtful Design and Quality Construction: The development team has experienced design and construction professionals on staff to ensure quality and timely delivery. Effective communication with stakeholders allows us to create innovative and aesthetically appealing building while ensuring that budgets are held. • Complex Financing: Sherman Associates has the ability to secure and manage a variety of complex funding sources. We bring our experience, as well as strong relationships with financial institutions, to the Linn & Court Street project. The development team is excited about the possibility of partnering with Iowa City to develop this underutilized parcel into one that demonstrates the vibrancy of the downtown district. Thank you for the opportunity to submit this proposal. We look forward to answering any questions you may have through the review process. Sincerely, George Sherman President Sherman Associates, Inc. 233 ParkAvcnue South, Suite 201, Minneapolis, MN 55415 Tel: 612-332-3000 Fax, 612-33'2-81 19 • www.sherman-associales.com Shxmnnn Assocfne,s is on Equol Opportunity Employer Sherman Associates, Inc. 233 Park Avenue South, Suite 201 Minneapolis, Minnesota 55415 Phone: 612.332.3000 Fax: 612.332.8119 PRIMARY CONTACT Jackie Nickolaus, Vice President/Project Manager 515.491.5103 1 inickolaus@sherman-associates.com Jackie Nickolaus is Sherman -Associates Iowa -based project manager. Her main focus will be working with local development authorities and coordinating local team members. Jackie Nickolaus has a 10 -year history of downtown redevelopment practice, including long-term planning and project implementation. Before joining Sherman Associates in 2005, she was an Economic Development Coordinator for the City of Des Moines. Jackie earned a University of Iowa Bachelor of Arts Degree and a Master of Arts from the University of Minnesota's Humphrey Institute of Public Affairs. ADDITIONAL CONTACTS George Sherman, President/Owner 612.332.3000 1 Bsherman@sherman-associates.com George Sherman will oversee the development process and will be involved in all critical decisions. Mr. Sherman has been involved in multi -family and single-family housing for 25 years. He has been the principal involved in the completion of over $2 billion in real estate development. Presently, Mr. Sherman is the President and Principal Developer of Sherman Associates, Inc. Sherman Associates, Inc. has developed approximately 8,500 multifamily, townhouse and single-family homes, 600,000 square feet of commercial space and two hotel properties. Mr. Sherman is a graduate of the University of Minnesota where he earned a BS in Biochemistry in 1976 and completed MBA studies in 1977. Rich Kiemen, Senior Vice President of Construction 612.604.0865 1 rkiemen@sherman-associates.com Rich Kiemen will oversee and help coordinate all construction activities on behalf of Sherman Associates; from initial project design and cost estimations through completion of construction. Richard Kiemen has more than 25 years' experience in general contracting and project management. Working with Sherman Associates since 2005, he has been involved with multi -family, residential, public and private construction projects throughout the Midwest. Richard received a bachelor's degree in Architectural Engineering from Milwaukee School of Engineering and holds a Minnesota residential contractor's license. Tony Kuechle, Project Manager 612.604.0852 1 tkuechle@sherman-associates.com Anthony Kuechle is an accomplished real estate professional with over 19 years of experience in real estate development, acquisitions and asset management. Prior to joining Sherman Associates in 2010, Anthony worked as a Vice President of Development and Acquisitions for Hempel Properties and a Project Manager for United Properties. He has a Bachelor of Science in Real Estate and Finance from St. Cloud State University. L� DQ�Q�opc Q�� EMORoQO Sherman Associates, Inc. 233 Park Avenue South, Suite 201 Minneapolis, Minnesota 55415 612.332.3000 George Sherman: 100% owner Sherman Associates Development LLC 233 Park Avenue South, Suite 201 Minneapolis, Minnesota 55415 612.332.3000 George Sherman: 100% owner Craftsman Construction, Inc. 233 Park Avenue South, Suite 201 Minneapolis, Minnesota 55415 612.332.3000 George Sherman: 100% owner To be formed single asset entity 5 r91 UTIBRU architects ARCHITECT LMARK SWENSON Principal mark.swenson@esgarch.com ,r CITY OF IOWA CITY r&sherman ASSOCIATES SHIVEFIATTC-RY CIVIL,L STRUCTURAL, LANDSCAPE PHIL LARSON Vice President plamon@shive-hattery.com GEORGE SHERMAN President and Principal Developer JACKIE NICKOLAUS Vice President/Project Manager TONY KUECHLE Vice President/Project Manager WILL ANDERSON Associate Project Manager I CONSTRUCTION MANAGER RICH KIEMEN Senior Vice President RON WAGNER Vice President � 1" knutson �1 ENERGY DESIGN JIM DOUGLAS, PE, LEEDAP Project Manager JimD@TWGI.com GENERAL CONTRACTOR BRADJOHNSON Vice President/General Manager bjohnson@KnutsonConstruction.com 7 phufan LamDQUOSUZOO pc quflQ M C �pQ�oQ�c�Q Sherman Associates, Inc. 233 Park Avenue South, Ste. 201 Minneapolis, Minnesota 55415 Phone: 612.332.3000 www.sherman-associates.com Virlssherman ASSOCIATES Sherman Associates, Inc. is an award-winning developer specializing in design, construction and financing of quality housing and commercial properties in Minnesota, Wisconsin, Iowa, Missouri and Colorado. Having earned a strong reputation for quality and follow-through, cities around the country have turned to Sherman Associates to pioneer redevelopment in their downtowns and highest priority neighborhoods. Sherman Associates' experience includes new construction and rehabilitation of historic structures. With over 30 years of development and construction experience, Sherman Associates is able to offer a diverse range of services in the commercial, single-family and multifamily markets. These services include: • Development Services • Construction • Design -Build Services • Site Analysis • Financial Analysis/Feasibility • Marketing Programs/Feasibility • Federal, State and Local Housing Programs • Equity and Debt Funding • Property Management Services Sherman Associates has established an impressive and prolific track record, completing over $2 billion in real estate development. Sherman Associates has developed approximately 8,500 multifamily, townhouse and single-family homes, 600,000 square feet of commercial space and two hotel properties. Our current pipeline consists of $200 million to $250 million a year in new developments, both commercial and residential. This experience allows ourfirm to bring about the following outcomes: • Assemble financing from a variety of public and private sources • Create strong public-private partnerships • Complete mixed-use and mixed -income projects • Ensure thoughtful design and quality construction • Create tangible community impact Contacts George Sherman, President/Owner 612.332.3000 1 fisherman@sherman-associates.com Jackie Nickolaus, VP / Project Manager 515.491.5103 1 inickolaus@sherman-associates.com Rich Kiemen, VP Construction 612.604.0865 1 rkiemen@sherman-associates.com Susan Fauver, General Council 612.604.0853 1 sfauver@sherman-associates.com Chris Sherman, VP / Project Manager 612.604.08591 csherman@sherman-associates.com Tony Kuechle, VP / Project Manager 612.604.0852 1 tkuechle@sherman-associates.com Will Anderson, Associate Project Manager 612.604.0866 1 wanderson@sherman-associates.com phuffian LamDQUOME200 p quflQ M C �pp�oQ�c�Q Zenith Condominiums I aLoft Hotel Minneapolis 901 2nd Street South Minneapolis, MN 55415 Use: Hotel, Housing (condos), Commercial Development Team: Developer- Sherman Associates Architect- ESG Architects GC- BOR -SON Construction Project Value: $61 Million r - � JIM l Y �1moo , a• e , r ' ttD, .. T y `4 rI 1w FohandM Sherman Associates has completed more than $2 billion in real estate development. Sherman Associates has experience in developing strong public-private partnerships and brings expertise in assembling complex financing from a variety of public and private sources. Below are several Sherman Associates projects recently completed or under development that highlight the complexity and variety of the firm's financing experience. Riverside Plaza: 1,303 Residential Units & K-8 Charter School Minneapolis, MN Total Development Cost: $132 Million Financing: Federal 4% LIHTC Equity, State Historic Tax Credits, Federal Historic Tax Credits, Tax Exempt Bonds, HUD Insured Mortgage, MN Housing Fund's (MHFA) Economic Development and Housing Challenge, MHFA's Preservation Affordable Rental Investment Fund, Metropolitan Council's Local Housing Incentive Account, Family Housing Fund, Greater Metropolitan Housing Corporation, and multiple Brownfield sources, Equity Rayette Lofts: 88 Residential Units & Commercail (Under Construction) St. Paul, MN Total Development Cost: $25 Million Financing: Conventional Mortgage, Federal Historic Tax Credits, State Historic Tax Credits, Metropolitan Council TBRA/TOD, Energy Credits, Equity Harrison Lofts: 60 Residential Units & Commercial Davenport, IA Total Development Cost: $8 Million Financing: Iowa Finance Agency First Mortgage Loan, State and Federal Tax Credits, EZ Sales Tax Rebate & Equity, Neighborhood Stabilization Plan Funds, and Land Contribution by City of Davenport, Equity West Side Flats: 178 Residential Units & Commercial St. Paul, MN Total Development Cost: $38 Million Financing: HUD Insured Mortgage, TIF, MHFA HOME Funds, Department of Employment and Economic Development, Metropolitan Council TBRA, Equity The Nexus: 142 Residential Units & Commercial (proposed) Des Moines, IA Total Development Cost: $27.5 Million Financing: HUD Insured Mortgage, City Assistance, Brownfield Tax Credits pr�4aN H aTT00OWS Sherman Associates proposes a mixed-use development at the corner of South Linn Street and East Court Street in Iowa City, Iowa. Our proposal calls for the construction of a hotel, market rate rental housing, office space and a parking structure. The development would capitalize upon the site's prominent urban location and would advance the City's goal of transforming underutilized property to active uses. It would build upon the already vibrant and walkable downtown area. The development is consistent with the City's Economic Development Policy and Downtown Strategic Plans. This proposal is being presented to stimulate dialogue regarding potential public/private partnership terms. Sherman Associates would acquire the parcel and develop the entire 1.93 acre site as one project into three distinct yet interconnected uses. Residential - The residential component would consist of 91 units. A variety of layouts would be available including efficiency, one bedroom and two bedroom. We expect the project to attract a variety of potential residents. However we anticipate young professionals working in the Iowa City market to be primary residents. Units would feature high quality interior finishes in line with class A market rate apartment products. The amenity package would include a rooftop deck, community room, pool, patio, theater room and fitness center. The 5 story residential structure, clad in brick, glass and metal panel, would anchor the south side of the project. Upon construction completion the residential portion would be owned and operated by an entity associated with the developer. Hotel - The proposed nationally branded hotel would include 146 guest rooms. Due to its location we anticipate bookings from both business and leisure travelers. Amenities would include a restaurant, meeting rooms, exercise facility, pool and patio. The hotel structure would be six stories, with the front entrance on grade at East Court Street. Upon construction completion the hotel portion would be owned and operated by an entity associated with the developer. Office - Included within the proposal is 23,302 square feet of office space. It will be accessible off of south Linn Street, from its own separate entrance. The space will have a creative feeling with a curtain wall of glass and soaring ceiling heights. The office space will have access to the parking garage. We currently underwrite the space to serve as incubator space for the Iowa City Market. pr�4aN H aTT00OWS Parking - The parking structure would have a capacity of 329 vehicles. The parking structure would serve the residential, office and hotel development. The parking structure would not be visible from the street as it would be lined bythe residential and hotel developments. This proposal package details the developer's intent to transform this site from an underutilized parcel to an active multi -use development. This site is poised to become a tremendous asset to the neighborhood, the Riverfront Crossing Area and to Iowa City. Organization & Management Approach Sherman Associates and the development team have a track record of successfully bringing mixed use development projects to market. Our achievement is driven by three key competencies, identified below: Effective Public -Private Partnerships: The development team recognizes local governments as critical partners in the development process. Through coupling the expertise of the development team with the local knowledge of government entities we create measurable impact within communities. This impact is clearly illustrated in our Heritage Park project. Sherman Associates, ESG Architects and the Minneapolis Public Housing Authority partnered to create a mixed use development that incorporates housing, a memory care facility and public space. The development has a contemporary design and brings and brings a needed service to the community. Effective communication and partnership between the development team and a local government entity enabled a successful project Complex Financing: Sherman Associates has the ability to secure and manage a variety of complex funding sources. We have extensive experience in TIF, LIHTC, Historic TC, New Market Tax Credits, HUD Mortgages, Energy Rebates, and Enterprise Zone Credits. Our Riverside Plaza rehabilitation project has 17 sources that must be managed. Sherman Associates leverages this experience and strong relationships with financial institutions. Thoughtful Design and Quality Construction: Sherman Associates has been recognized for their innovative and functional designs. In 2010 the development team won a "Best of the Decade" award from the Minneapolis/St. Paul Business Journal for the Midtown Exchange/Chicago Lofts project. We have experienced construction professionals on staff to ensure quality and timely delivery. Effective communication with stakeholders allows us to implement cost saving mechanisms while ensuring the aesthetic and functional appeal of the project. The development team has demonstrated the ability to deliver mixed use products similar to what is proposed at the Linn & Court site. This is a result of an organizational approach that values communication and places a premium on accountability and delivery. Schedule It is anticipated that the project will be completed within 18 - 24 month following commencement of construction. Property acquisition and construction commencement are anticipated to occur in summer, 2015. A detailed construction schedule will be provided at a later date. pr�4aN H aTT00OWS Financing Plan Project will be financed with conventional debt, owner equity, and gap sources. Sherman Associates would like to open a dialogue with city staff regarding potential gap sources. Potential gap sources may include: 1) Tax Abatement: $2.5M - $3.5M 2) Tax Increment Financing: $8M - $10M 3) Construction Cost Savings: $4M - $5M 4) Subsidy of Incubator Office Space: $4M - $5M 5) New Market Tax Credit (Contingent on NMTC Award): $3.5 - $4 Million 6) Housing Enterprise Zone Credits & Sales Tax Rebate: $1 - $3.5 Million See financing section. Marketing Approach Sherman Associates marketing staff and external vendors conduct an extensive review of the surrounding neighborhood and market comparables. Sherman Associates marketing staff conducts advertising analysis and projections. Marketing budgets include but are not limited to: • Internet Listing Services • Brochures and Other Marketing Materials • Office Setup and Staffing Costs • Open House Events • Referral Services • Site Signage A marketing plan and lease -up schedule is developed. Goals and leasing incentives are put in place. Sherman Associates marketing staff works closely with compliance, regional management and executive management to assure that marketing plan is executed and all deadlines are met. Proposed Purchase Price for Land Sherman Associates proposes that the City provide the land at no cost to the development. City contribution of the land helps to fill the project financing gap. See sources & uses document. 10 Iowa City Mixed Use Development - Summary Document 07.14.14 Uses Hotel Housing Commercial; Total Land Costs - - - $3.5-$4 Architectural & Engineering Costs 700,000 650,000 300,000 ; 1,650,000 Construction Costs 24,102,963 22,303,955 7,991,692 ; 54,398,610 Financing/interim Costs 1,716,767 803,613 343,475 ; 2,863,855 Other Costs 4,500,000 2,858,121 673,161 ; 8,031,282 Total Uses 31,019,730 26,615,689 9,308,328 66,943,747 Sources Developer Loan 21,047,343 12,978,510 3,752,841 37,778,693 Developer Equity 4,600,000 3,850,000 1,400,000 9,850,000 Gap 5,372,387 9,787,179 4,155,487 ; 19,315,053 Total Uses 31,019,730 26,615,689 9,308,328 ; 66,943,747 Potential Gap Sources (Millions) Tax abatement $2.5-$3.5 Tax increment financing $8-$10 Construction cost savings $4-$5 Subsidy of incubator office space $.75-$1 New Market Tax Credits $3.5-$4 HEZ Credits & Sales Tax Rebate $1-$3.5 $19.75-$27 Public Financial Participation Sherman Associates staff desires to conduct discussions with City staff regarding project gap financing. Public financial participation in this project will further the City's economic development goals. This project will increase residential density, bring a mix of uses to the area and create vertical development in the downtown core. The location is walkable and the design contributes to a vibrant streetscape. The mix of users at the site- hotel guests, office users and residents, will contribute to the economic vitality of the area. The economic benefits of investment in this site will be felt by businesses and individuals in the surrounding neighborhood. Market Demands and Conditions Sherman Associates has conducted preliminary market analysis at the site. The uses proposed are viable. There is demand for market rate rental housing, office and hotel rooms in the area. Sherman has developed over 8,500 multifamily homes, two hotels and over 600,000 square feet of commercial space, throughout the Midwest. This experience, coupled with the expertise of local staff based in Iowa, has given the developer confidence in the preliminary design and underwriting of this project. Should our proposed project move forward, additional market studies would be conducted. The project would be further refined based on this additional analysis. fl:I�ri71(i]G%IJCH�CeIaCYKUJ<'/►IJI�7�/►II��l�l�t/�(i79i�►�JL'I:III�ZeI��C�►JI��7�lllziiaCY �I,Cy�Cyri]a1:1� HOTEL, HOUSING AND OFFICE COMPONENTS OF THIS PROJECT IC Hotel Sources and Uses 07.15.14 Uses Total Per Unit PGSF Land Costs Architectural & Engineering Costs 700,000 ; 4,795 ; 7.27 Construction Costs 24,102,963 ; 165,089 ; 250.31 Financing Costs 1,716,767 11,759 17.83 Other Costs 4,500,000 ' 30,822 ' 46.73 Total Uses 31,019,730 212,464 322.14 Sources Developer Equity 4,600,000 31,507 47.77 Loan 21,047,343 144,160 218.57 Gap 5,372,387 ; 36,797 ; 55.79 Total Uses 31,019,730 ; 212,464 ; 322.14 Gap - Assumptions # of keys 146 Gross SF 96,294 IC Hotel Development Costs 07.15.14 Land Costs Total Per Unit PGSF Land Acquisition - - - Subtotal - - - Architectural & Engineering Costs Architect Fees 600,000 4,109.59 6.23 Engineer Fees 100,000: 685: 1.04 Subtotal 700,000 4,795 7.27 Construction Costs Construction Cost(.. 15,960,000: 109,315: 165.74 General Conditions 1,476,300: 10,112: 15.33 Escalation 159,600 € 1,093 € 1.66 Contingency (owner) 500,000 3,425 5.19 Project Fee 959,595 € 6,573 € 9.97 CM Fee 500,000 € 3,425 € 5.19 Parking Construction 4,547,468 € 31,147 € 47.22 Subtotal 24,102,963 € 165,089 € 250.31 Financing Costs Alta Survey/Platting 6,000: 41 0.06 Appraisal Fees 6,000 € 41 € 0.06 Carrying Costs 1,157,604: 7,929: 12.02 Lender Closing Fees 50,000: 342: 0.52 P&L Insurance - - Construction Insurance 40,000 '_. 274 '_. 0.42 Environmental Phase 1 2,500 17 0.03 Inspecting Architect - - Legal 150,000 1,027 1 1.56 Lender Site Inspection 10,000 € 68 € 0.10 Loan Origination Fees (Construction) 210,473 € 1,442 € 2.19 Loan Origination Fees (Perm) - - Tax contract & Flood Certificate - - Title / MRT 84,189: 577: 0.87 Subtotal 1,716,767: 11,759: 17.83 Other Costs FF&E 2,000,000 13,699 20.77 Ownership Direct Purchases 309,900 Guest Room Corridors 100,000 Public Area 100,000 Hotel Room FF&E 876,000 OS&E 489,100 Signage(Interior&Exterior) 50,000 Technology 75,000 Ownership Startup Fee 500,000: 3,425: 5.19 City/Govt Fees - - Development Fee 2,000,000: 13,699: 20.77 Subtotal 4,500,000: 30,822: 46.73 TOTAL DEVELOPMENT COST 31,019,730 ': 212,464 ': 322.14 Assumptions # of keys 146 Gross SF 96,294 Iowa City Mixed Use Housing Development Proforma Prgect Name: Address_ City, State_ Zipcotle 5224D County Johnson B. Site 8 Structure Information 1. SITE INFORMATION a. Total Site Area SF 84871 Acres 1 93 Density 47 uN.4acre b_ Legal Description_ 2. BUILDING INFORMATION Types of Structures Housing Siators_ Type of Bustling Nu in her of Buildings Nu in her of Stories Numberof Units Gross Sul Feet New Construction Unit Type Numberof Unit Size 91 92180 Rehabilitation Total Rental MR TC #Betls Units F1 Monlhl Rent Rent Potential Tenanl Ulililks Rent 94AMI Tota/Housing 0 0 91 92 180 Non -Housing Space $ 123,614 3tl 2299 Unifs: 91 ]2,]14 Administrator $ 123614 Total Rental Income(mo) : Total Rooms: 00 C Bud Debt $ - Community Space 3f _ g. Other Loss_ sec $ - Common Area 3g. Tota/Renta/Loss S 11].243 Total Non -Housing 0 11 0 0 1. Rental Income $ Totals ace: 1 0 1 0 91 92180 7Z714 rentable (1). We& up (WU), Townhmnes (TH), Ekvzto-(E), Single Family (S1), DWbx (OP). (2). Totalnmroerofine nhalskW m,exc Mdetacn dga Wa arodetac daccessory Ww Ms. II. Development Information 1483366 I Total Rental lncome(yr): Market Rate $1.70 Average PSF 1. Commercial Space sf $/psfNr $ Tota/Commercia/Revenue Rent Income Unit Type Numberof Unit Size b_ Com mercol Vacancy Gross Monthly Monthly Tenant Reslriclon Restncton Total Rental MR TC #Betls Units F1 Monlhl Rent Rent Potential Tenanl Ulililks Rent 94AMI 94AMI Rooms MR 91 ]99 $ 1358 $ 123,614 3tl 2299 Unifs: 91 ]2,]14 $ 123614 Total Rental Income(mo) : Total Rooms: 00 1483366 I Total Rental lncome(yr): Market Rate $1.70 Average PSF 1. Commercial Space sf $/psfNr $ Tota/Commercia/Revenue 2. Parking Spaces 794 Surface $ 103,836 b_ Com mercol Vacancy $ - UntlergmuntlGamges �quan:Z 1]4 quantity �$renl/me $7600 $rent/mo $ 158688 George hudivitlual) quantity $ rename $ - 3c 11,106 tl_ Other Income Vacancy $ 158,688 Tota/ Parking Revenue Ill. Operating Budget A. Annual Income 1. RENTAL INCOME a_ Rental Income Potentol la. 1,483,366 b_ Commercollncome Potentol 11,. - c_ Parking Rent Potential 1c_ 158,688 Tota/Renta/income Total Rental Income Potentia/ S 1,642,054 2. OTHER INCOME a_Tenant Fees (specify) perunit 2a b_Launtlrylncome perunit 21,. - c_FormitetlSecunty0eposits perunit 2c_ - tl_ Interest Income 2tl_ e_ Misc_ Income 2e. 32841 Tota/Othenccome S 32.841 3. RENTAL LOSS a_ Rental Vacancy 794 3a. $ 103,836 b_ Com mercol Vacancy 1094 31,. - c_ Parking Vacancy ]94 3c 11,106 tl_ Other Income Vacancy 794 3tl 2299 e_ Rent Concessions $ - 3e C Bud Debt $ - 3f _ g. Other Loss_ sec $ - 3g. Tota/Renta/Loss S 11].243 4. TOTAL REVENUE 1. Rental Income $ 1 842,054 2. plus_ Otherincome $ 32,841 3. less_ Rental Loss $ 117,243 Tota/Revenue $ 1557652 Proforma Page 1 of 5 Iowa City Mixed Use Housing Development Proforma 1. ADMINISTRATIVE EXPENSES a_Advertising /Marketing 110 $I per unit b_ Management Fee $ Per Unit Per Month Fee_ $43 %Total Revenue_ 30045 c_ Legal tl_ Audding e_ Bookkeeping / Accounting C On -Site Management Salary g_Telephone h_ Other (specify) a_ Elevator Maintenance / Contract b_ Exterminating c_ HVAC Repair Services tl_ Other Contract Services e_ Maintenance & Jandonol Supplies C Grounds Maintenance g- Snow Removal h_ General Repair Services i_ Paint/ Damaging Materials ]- Maintenance& Janitorial Payroll k. Other (specify) I. Other (specify) a 10 000 b. 46'7W 1c 1tl_ 1e_ 1L 1g- 1h. Tota/Administrative Expenses 5,000 5000 6000 70DW 2560 5 aha $ 145,230 2a. 21,. 2c. 2d. 2e. 2L 2g. 2h. 2L 2)_ 21,. 21. Tota/M mtermnce Expenses 8,(X0 8,(X0 12,500 5 aha 5,W0 40 000 25000 40000 $ 143,500 3. UTILITIES a_ Water 3a_ 12000 b_Sewer 31, 10000 ._Trash 3c 8,000 tl_Gas&Oil 3d 15000 e_Electricity 3e 20000 Tota/Utilities $ 65000 4. TAXES, RESERVES & ESCROWS a_ Insurance 4a.MM11,2155 b_ Real Estate Taxes $Per Unit $ 2,100 4b... Replacement Reserves $PrUnit $ 400 4c. tl_ Miscellaneous Reserves $Per Unit 4d. Total Taxes, Reserves, & Escrows $ 257,500 S. OTHER EXPENSES a_ Security Expense 5a. 5000 b_ Support Services (specify) 5b. ._Tax Crodd Monitonng Fees 5c. tl_ Mortgage Insurance Premium (MIP) 5d. e_ Other (specify) 5e. C Other (specify) 5f Total Other Expenses 6. TOTAL EXPENSES 1. Administrative Expenses 1. 145230 2. Maintenance Expenses 2. 143500 3. Utilites 3. 65000 4. Taxes, Reserves & Escrows 41 257,500 5. Other Expenses 5.1 5000 Total Operating Expenses S 616,230 S 6,772 Expense Per Unk C. Net Opemgng Income A Annual Income A 1,557,652 B_ Operating Expenses B_ 616230 Net Openiting lucome $ 941422 PerMnth: $ 78,452 Per Ung (Vr): $ 10345 Per Ung(me). $ 862 Proforma Page 2 of 5 1. Supportable Mortgage Based on Stabilized NOI N01 Debt Coverage Ratio 2. Other Am orb zed Subordinated Debt Iowa City NSxed Use Housing Development Proforma $ 941,422 1 20 NO/Avagabh /or Debt Serv/ce $ 784,519 Amortrzation Annual Debi Tota/ Subordinated Debt Serv/ce $ 3. Total Net Operating Income Available for Debt Service less Total Subordinated Debt $ 784,519 1. Mortgage Based on Income Approach a First Mortgage Terms Rah: 450% Term: 40 b_ Debt Service Factor Debt Coruhnt: 005395 Amortimdon: 40 MP. 065% Debt Constant with MP 0.06045 c_Annual Fee Fee Type: Maximum Supportable Mortgaged Basedon NOL $ 12,978,510 Per Unit: $ 142,621 2. Mortgage Based on Loan to Value a_ Cap Rate 600% b_Cappetl N01 $ 15690,375 c_ Loan to Value 80% Maximum Supportable Mortgaged Based on LTV: $ 12,552,300 Per Unit: $ 137,937 3. Mortgage Based on Loan to Cost a_ Total Development Cost $ 26,615,689 b. fia. Commercial Conslrud on $ 26,615,689 c.86% of HDMIM Development Cost $ 22889,493 Maximum mortgage based on LTC: $ 22889,493 Per Unit: $ 251533 4. Negotiated Mortgage Selected Mortgage Amount: $ 12978518 Per Und: $ 142621 Proforma Page 3 of 5 1. AcquisitionRlefinance a_ Acquisition Cost b_ Legal Fees c_ Existing Structures tl_ Other 2. Site Nark Iowa City hSxed Use Housing Development Proforma a_ Onsite Work b_ OfiSAe Work for Utility/Paving Extension c_ Demolition tl_ Garages (not included in rent) e_ Parking (not included in rent) C Landscaping g. Other B. Const xii a_ New Building (Residential) b_ New Building (Parking) c_ Lead Based Paint Interim Control it Accessory Buikling(s)(ncl garages in rent) e_ Other C Community Service Facility g. General Requirements / Conditions R Escalation i_ Construction Contingency I Prgect Fee k_ Construction Supervision I. Owner Construction Contingency in Asbestos AbztementiGontainment n Other Less EZ Sales Tax Rebate Less Energy Rebate Less Builders Eligible Bass Reductum Total Cost l0% 70% Historic Total Acquisition/Refinance Tota/Site Work per unit 8 139,21014 12,673,583 8 836 374 Construction 21509957 250 000 Corutruction 21.7$9957 25% Total Construction 543 999 22303,955 Submra/ She Work 4. Professional Fees a_ Architect Fees -Oesgn b_ Architect Fees - Supervision Toter Archkect: $G5OIX9 c_ Engineer Fees it Atiomey Fees (Real Estate) e_ Accountant Fees C Other g. Other S. Interim Costs a_ Construction Interest b_ Construction Loan Originator Fee c Construction Loan Inspection it Taxes Ounng Construction e_ Water, Sewer and Impact Fees C Other Hamel and Liability Insurance suucf%on 22,303,9$$ Per Uref $245,09841 487 500 162,500 %af Cone[ 291% TotalProfessional Fees 650,000 500,000 10 000 f30,000 Total lntenm Costs 570,000 6. Financing Fees & Expenses a_ Bond Premium b_ Bond Costs c Cused Report it Cost of Issuance e_ Permanent Loan Origination Fee C Permanent Loan Credit Enhancement g. Mai Fees h_ Letter of Credit (LOG) Fees i_ Title and Recording I Placement Fee k_Other H U O Inspection Fee (05D%) I. Other HUO Applicator Ever M 30%) Total Financing Fees & Expenses Proforma Page 4 of 5 Iowa City Nfzed Use Housing Development Proforma T. Soft Cosh a_ Property Appraisal b_ Markel Study c_ Environmental Report d Survey e_ Rent -0p Marketing I Tax Cradd Application Fees g- Tax Cradd Compliance Fee h_ Tax Cradd Reservation Fee i_ 8609 Fee ]- Cost Certification/Accounting Fees k_ Permanent Relocation Expenses I_ Temporary Relocation Expenses in Furnishings and Equipment n_ Capital Needs Assessment Report o_ Legal Fees I, . Other q. Other Tota/ Soft Costs 9. Syndication Costs a_ Bridge Loan Fees and Expenses First Mortgage, Loan 40 5.15% b_ Organizational (Partnership) 142,621 Owner Equity c. Tax Opinion $ 3,850,000 42,308 Ga it Other $ 9,787,179 107 551 Tome/Syndication Fees 9. Developers Fees a. Oeveloger Fee %of roe 597% 1,W0,000 b_ Oeveloger Overhead c. Consultant Fee d. Other Tota/Developers Fees 1500,000 to. Project Reserves a. Working Capital Reserve (4%of HUD mortgage loan) 519,140 b. Operating Deficit Reserve (6 months mdebt service;required by HUD) 385980 c. Escrows it Other Tota/ Project Reserve I905,121 Total Develo ment Costs $ 26615689 perun/t: $ 292,480 persgft: $ C. Total Basis for Tax Credits 30% 70% Historic Total Been; ft, r Tax Cred/ts $ Tow $ $ $ peronft: $ - parmat: $ - $ - S - persgft: $ - Persgft: $ - $ - S - D. Total Mortgageable Cosh Total Development Costs $ 26,615,689 less_ Pra l Reserves 905,121 $ 25,710,569 A. Sources of Funding 1. Negotiated Mortgage Amount: $ 12,978,510 Name of Source Type Amortization Rah Amount Per Unit Notes First Mortgage, Loan 40 5.15% $ 12978510 142,621 Owner Equity $ 3,850,000 42,308 Ga $ 9,787,179 107 551 $ 26,615,689 $ 292,480 Gap: positive I (negative) $ Proforma Page 5 of 5 IC Office Sources and Uses 07.15.14 Uses Total PGSF Land Costs - , Architectural & Engineering Costs 300,000 12.87 Construction Costs 7,991,692 342.95 Financing Costs 343,475 ; 14.74 Other Costs 673,161 28.89 Total Uses 9,308,328 399.45 Sources Developer Equity 1,400,000 60.08 Loan 3,752,841 ; 161.05 Gap 4,155,487' 178.32 Total Uses 9,308,328 399.45 Gap - Assum tions Gross SF 23,303 Iowa City Office July 15, 2014 Cost Budget A 8 E Fees Reimbursables $ 270.000 $ 30,000 Financing Costs Alta Survey City Review Costs $ 5,000 Appraisal Fees Years Rate Avg Bal. $ 4,000 Carrying Costs 0.75 4.50% 60% $ 209,588 Closing Fees 0% $ $ 500 PBL insurance Project Management Fee $ 3,500 Construction Insurance 23,302 $ 10,000 Environmental Phase 1 $ $ 2,500 Inspecting Architect 23,302 $ $ 3,000 Lender Legal Sign $ 10,000 Lender Site Inspection Loan Amount $ 2,500 Loan Origination Fees (Construction) 0.50% $ 10,350,000 $ 51,750 Loan Origination Fees (Perm) $ 10,350,000 $ - MRTConstruction 0.240% $ 10,350,000 $ 24,840 MRT Permanent $ 10,350,000 $ - Guaranty Fee 0.50 $ $ - Tax contract & Flood Certificate $ 2,000 Title Insurance $ 10,350,000 $ 8,798 Title Disbursing Fees - $ 3,000 Recording Fees of Deed 8 Loan Doc's $ $ 2.500 WAC Fees` Units 0 $ 343,47511 Land Costs Land Acquistion $ - Development Costs City Review Costs $ 5,000 Escrow & Legal Costs Resale $ - Acquisition Fee 0% $ - $ - Project Management Fee Shell Constrcutiion Cost 23,302 Legal Fees 112.12 $ 75,000 Leasing Commissions 23,302 $ 5.00 $ 116,510 Sign 4,418,187 $ 10,000 Park Dedication Fees 25.00 $ - SAC Fees* Units 0 $ - Storm Water Mgmt Fees $ - Space Planning Fees 23,302 $ 0.50 $ 11,651 Soil Borings $ 5,000 Traffic Study $ - Trunk Dedication Fees $ - WAC Fees` Units 0 Watershed Fees $ - $ 223,161 on Costs Construction Surveying Construction Testing Shell Constrcutiion Cost 23,302 $ 112.12 $ 2,612,531 Parking/Storage Constrcution Cost 23,303 $ 189.60 $ 4,418,187 Office Tl's 23,303 $ 25.00 $ 582,575 CM Fee 23,303 $ 6.44 $ 150,000 Construction Contingency 3% $ 7,613,293 $ 228,398.78 F lopers Fee $ 45000000 Of Tax Credit 11 Totals $ 9,308,328 xvoaay w.w.iawrrcorrrsFiwuco,.,rrsa vraa,re-m1s14FiwL cn au4119�4 11 y M" m m M on laaAs lanoD ]sea ;o-doaa olnd 0 1 2 O_ NLL _ 0 00 m � Ew- - O X o L O V m 2 � x Lm n �ro N� a� v- v— J z 0 Milo n �LL N N - N J 1 ]aaAs ]anoD ]sea 0 a Imm'm om mo mm i F E» NEI =IEIEENM ol��i MINonI Imm'm om mo mm i ,OSL .LZ I .8Z I .8Z I .8Z I .8Z I .LZ mo �m N- W Y Y Y Y Y Y Y v � O �W N m n Y Q^ = a m� 01 CY m m 0 0 a a a W O O of _ yN N W a, a m r m m YN a� - Y� N am � u � ry v �N �N YNON N v m� N N m 6v N mO r m �o _ r N N Yo O N LEO a a 0 YN w and U mm mv� mm and N O Y N� 1 V bG 9G , U OS n T 4 6 N mo �m N- � O m n m� mm m m 0 0 O O of W m r m m u � �N �N m^ m� N 6v N mO m �o _ r N N O LEO and mm mv� mm and N N� V bG 9G OS n T Eo o o eo c m y v ros, � �^ o J W - t 0 � 2 L 0 z wro Mo I> ou X 3 � o V a 3 0 o� �I I 1- 20 �F O �. Q) c� z w a Q a ry CD 2 s 0 s 0 N Q N � �I 1 I 3 _ I � 1 I e r I r Im m i 1 Aw I ff N i i i ' !sw %! q A A +e s 0 s 0 x—¢ I. k � l\ Lfi.....w:in...o moon■nm� �nm � nr.•a �� 1 i E E u u m u O 0 a N m N N II II II � N m � F vi o u o N O N , W nO Ln d u Q v o � � O m X N X v U n U N O m N w w 0 b U Z N N dN K O 2 � 0 O N O — of O 90 E O ^ N ^ N ^ N ^ N ^ N z� E m m m m m m m y OLL VI O O O O O O a N u 92 N M 0 0 0 0 0 dm 0 0 0 0 0 0 0 OI y H � O WOI OI ONI O M w N N O [�J N m a vI cp ^ 2 � N VI d N a 0 O_ O_ O n p�10 — N N ^ v m m m m m O N LL c0 c0 c0 c0 c0 0 0 [C U m 0 0 0 0 01 OL aI U C O � N M a �, w � 2 � N J d MM- E E u u u u O 0 a N m N N II II II � N � F vi N 00 N O — , W nO Ln d u Q Td � � O m X N X v U z 0 z m F U N O m N w 0 b U Z N N dN K O 2 � 0 O N O — 12 Energy Efficiency Sherman Associates has engaged The Weidt Group as energy consultant for the project. The Weidt Group will complete energy design and energy modeling services. Sherman Associates and The Weidt Group have participated successfully on numerous projects together. As the long term owner and operator of this development, Sherman Associates is interested in creating an energy efficient building. We will explore implementing items such as solar and utility monitoring systems. We will explore pursuing LEED certification. As project design and development move forward, the energy efficiency scope will be refined. Sherman Associates is committed to developing an efficient building. 13 CONFIDENTIAL 5 YEAR LITIGATION SUMMARY AS OF JULY, 2014, FOR SHERMAN ASSOCIATES, INC. AND AFFILIATES INVOLVING CLAIMS OF $50,000 OR MORE Active Matters 1. Northeast Quadrant LLC ("Northeast Quadrant'), an affiliate of Sherman Associates, Inc. (the "Company'), has been sued by the Essex on the Park Owner's Association (the "Essex Association") in Minnesota State Court, Second Judicial District, Ramsey County, for alleged construction defects in the Essex condominium project. Specifically, the complaint alleges "systemic defects in the design and construction of the Project that result in excessive sloping of the floors." The defendants (Northeast Quadrant LLC; the general contractor, Kraus Anderson; a material subcontractor, Structural Components Systems, Inc.; and the rough carpenter for the project, J. Eiden Construction) sought to have the claims dismissed by summary judgment on the grounds that the claims are time- barred by the applicable statutes of limitations and repose. The judge denied the summary judgment motions, holding that there are material issues of fact pertaining to the statute of repose and statute of limitations that a jury will need to decide at trial. The trial block for this case has been set for July 7 through July 25, 2014. Northeast Quadrant and Essex Association are negotiating a settlement. 2. The Company and its affiliate, Water Street Brownstones LLC ("Water Street"), the developer of the Water Street Brownstone Condominium project in Des Moines, Iowa, have been threatened with a lawsuit by the Homeowners Association of the Water Street Brownstone Condominiums (the "Water Street Association") alleging liability for water infiltration issues. The Company and Water Street have put the general contractor (Hansen Company) and the architect (Elness Swenson Graham) on notice of the claims and in the case of the general contractor, that it tender the defense to its insurer, and that both the general contractor and the architect defend and indemnify the Company and Water Street to the extent a lawsuit is commenced. The Company and Water Street are currently working with the Water Street Association to further investigate the issue. 3. The Company, Lyons Court LLC, Sibley Court Apartments LLC, Sibley Park Apartments, LLC, Vine Street Lofts LLC and Sherman Associates Development LLC (the "LLCs"); and Lyons Court Limited Partnership, Sibley Court Limited Partnership, Sibley Park Limited Partnership and Vine Street Limited Partnership (the "LPs") and George E. Sherman ("Sherman") are defendants in a matter styled The Lander Group, Inc. v. Sherman Associates, Inc., et al., Hennepin County Court File No. 27 -CV -13-19388. In that case, the Plaintiff seeks a judgment in the principal amount of $445,371.00, legal and equitable relief under Minn. Stat. § 322B against the LLCs; and legal and equitable relief under Minn. Stat. § 321 against the LPs. The Plaintiff filed an Amended Compliant and the Company, LLCs, LPs and Sherman have filed Joint and Separate Answers and Counterclaims. Plaintiff moved for partial summary judgment on its declaratory judgment claim. Plaintiff seeks a judgment declaring that Sherman Associates, Inc. is solely responsible for paying for any operating deficits of the LLCs and LPs. The Court took the motion for partial summary judgment under advisement. 4. The Villas at Little Canada Owners' Association (the "Villas Association") filed suit against Craftsman Construction Incorporated ("Craftsman") and The Villas at Little Canada, LLC ("VLC"), each an affiliate of the Company. This construction defect litigation involves a thirteen (13) multi -unit townhome development, known as the Villas of Little Canada, located in the Little Canada, Minnesota (the "Villas"). Craftsman served as the general contractor and VLC served as the developer for construction of the Villas. The Villas Association filed suit asserting that systemic defects and/or omissions in the materials and/or design and/or installation and/or construction of the common elements and units, including but not limited to retaining walls, drainage, hardscape, asphalt, steps, siding, deck supports, and roofing exist at the Villas. The matter is being defended by the insurer for Craftsman and VLC which has filed an equitable third -party complaint against various subcontractors. Discovery and investigation is in the preliminary stages, and Trial is set for November 17, 2014. 5. SA Russell Lamson Limited Partnership, an affiliate of the Company, is the subject of an investigation being conducted by certain Federal and State government agencies related to the recording in Black Hawk County, Iowa of a Land Use Restrictive Agreement. The investigation is still pending and employees of the company have participated in voluntary interviews with the agencies conducting the investigation. Also, the company has produced documents as requested by the agencies conducting the investigation. The U.S. Government conducted a search of Sherman Associates' Minneapolis office on May 6, 2014 pursuant to a search warrant dated May 6, 2014. 6. The Company and its affiliates are parties to property tax challenges on an annual basis. 7. The Company and its affiliates are also involved in unlawful detainer actions on a regular basis for residential and commercial tenants. Concluded Matters The following matters are included because they have occurred within the last five years but are resolved: 1. The Company, and its affiliates, Chicago Lofts, LLC ("Chicago') and SA Midtown Exchange Apartments Limited Partnership ("Midtown Limited Partnership") filed a lawsuit against Ryan Companies US, Inc. (`Ryan") on March 13, 2012, to seek recovery of damages in connection with certain operating budgets provided by Ryan for the Midtown Exchange Project located in Minneapolis, Minnesota. The suit alleged that after development was complete, Ryan provided operating budgets that were substantially higher than those delivered during acquisition and development of the Projects. Midtown Limited Partnership was notified of a potential action against it in arbitration by the Owner's Committee for the Midtown Exchange Project in November 2012. The claim is for common area costs in excess of $100,000 allegedly owed by Midtown Limited Partnership. The parties have settled both disputes above. 2. Capital Heights City Home Owners' Association (the "CH Association") commenced a lawsuit against the Company, Craftsman and Capital City Homes LLC, a affiliate of the Company ("CCH") asserting claims of breach of statutory warranties, breach of express and implied warranties, and negligent construction. This construction defect case involves a development known as Capital Heights located in St. Paul, Minnesota. This Project contains seven buildings where six buildings contain pitched roofs with asphalt shingles and one building contains a flat roof with an EPDM membrane. CHC was the developer for the project and Craftsman served as the general contractor. Craftsman contracted with various subcontractors to supply materials and/or labor for the construction of the project. The primary claim surrounds the construction of the flat roof of the one building at the project, though there are other claims relating to the exterior siding, trim around windows and garage doors, and retaining walls. Craftsman commenced a third -party action against pertinent subcontractors pursuant to the CH Association's construction defect claims. The matter was being defended by the Defendants' insurer and it has settled. 3. The Company and its affiliate, River Point West LLC ("RPW LLC"), were named as defendants in a lawsuit by Hubbell Terminal Corporation ("Hubbell"). The lawsuit claimed that the RPW LLC breached its obligations under a purchase agreement. The parties settled the matter and RPW LLC paid Hubbell $690,000.00 over three (3) payments. 4. Midtown Lofts LLC ("Midtown"), an affiliate of the Company, filed an Amended Demand for Arbitration dated January 12, 2011, in connection with the failure of sprinkler pipes and a domestic water line at the Midtown Lofts Project, Minneapolis, Minnesota. Midtown alleged that Kraus -Anderson Construction Co. and its subcontractors ("KA") negligently designed and constructed the Project. KA counterclaimed that Midtown and other Company affiliates, Printers Row LLC, 9`s Street Lofts LLC, Sibley Court Limited Partnership and Sibley Park Limited Partnership withheld payments due to KA under contracts relating to projects owned by such affiliates because of the alleged defects at the Project. The matters settled and Midtown received a payment of $390,000. The Company and the affiliates agreed to make a payment of $100,000 in equal installments of $10,000 commencing December 1, 2011 and continuing on the I' day of each month until paid. 5. The Company was named as a defendant in a lawsuit by Hannon Security Services, Inc. ("Hannon"). The lawsuit claimed that the Company breached its obligations under a contract relating to security services relating to payment of $86,902.85. The parties entered into a Settlement Agreement pursuant to which the Company paid Hannon $75,050.38 over three (3) payments. 6. Wisconsin Security Police ("WSP") sought a breach of contract claim in Milwaukee County circuit court against Highland Park Apartments LLC ("Highland"), SA Boulevard Apartments LLC ("Boulevard"), and the Company arising out of the failure to pay for security services WSP provided from April 2009 through September 2009. The parties entered into a Settlement Agreement in September of 2011 pursuant to which the Company agreed to pay $125,000 in full satisfaction of any and all claims. 7. Bottineau Commons LLC (`Bottineau"), Craftsman and the Company were named as defendants in a lawsuit brought by the Bottineau Townhomes Owners' Association (the `Bottineau Association") relating to alleged construction defects at certain units in the Bottineau Townhomes project. Craftsman and the Company have been improperly named in the action and the action was not filed. The parties inspected the units and conducted necessary repairs and this matter is resolved. 8. River Point West LLC, an affiliate of the Company, was a defendant in a matter styled Metro Demolition, Inc. vs. River Point West LLC, in Court File No. CE 71577, Polk County, IA, and brought an arbitration proceeding against Metro Demolition, Inc., AAA No. 65-110-00109-12. The parties entered into a Settlement Agreement, in which the Company agreed to pay $50,000.00 on or before November 1, 2012, and the remaining principal balance of $119287.11 in 24 equal monthly payments of principal and interest in the amount of $5,180.03. The Company is current on its payments and the Settlement Agreement settled the claims in the state court action and the arbitration. 9. The Company was a defendant in a matter styled as Kaambo Market, LLC (the "Tenant'), Plaintiff vs. Sherman Associates, Inc., Defendant and Sherman Associates, Inc., Third -Party Plaintiff vs. Abdirashid Jama and Emad Y. Abed (the "Lease Guarantors'), Court File No. 27 -CV -09-21373. The nature of the litigation was a lease dispute. Tenant sued to enforce a five-year renewal option and alleged it was entitled to damages in an amount in excess of $50,000.00. Tenant sought to amend its Complaint to assert a claim for rescission and restitution of all funds it invested in the leased premises, which it claimed exceeded $1,000,000.00. The Company sought to evict Tenant and obtain judgments against Tenant and Lease Guarantors for certain amounts due and owing under the Lease. The trial court granted the Company summary judgment on all of the Tenant's claims and summary judgment on the Company's claims against the Tenant and Lease Guarantors. On June 27, 2011, the Court of Appeals, in Appellate Court File No. A10-1810, affirmed the trial court's decision. 10. Grande Market Square, LLC, an affiliate of the Company, was a defendant in in a matter commenced in Dakota County, Minnesota by RREF SSI Acquisitions, LLC. The parties entered into a Confidential Settlement Agreement in May 2012. 14 15 MnogaQ Ramurgw, c apabduflVez M AwMo Many of the development team's experience and competencies have been discussed throughout this proposal. Below are a few of the unique capabilities, resources, and assets Sherman Associates will bring to this project: Unique Aspects of Our Team: • Successful track record of creating public/private partnerships to revitalize high priority neighborhoods. • Substantial mixed-use development experience. • In-house Construction Management team (Craftsman Construction) to oversee project planning and the entire construction process; including hiring of a General Contractor and Subcontractors. • The project energy consultant served as Project Manager for the Iowa Utilities Board/Office of Consumer Affairs Office Building, which was named a 2012 AIA COTE Top Ten project. • A member of Sherman Associates' Project Management team was part of a group that won the National Developer of the Year award from NAIOP. Select Awards 2012 Best in Real Estate: Multifamily Development or Redevelopment — Riverside Plaza Minneapolis/St. Paul Business Journal 2011 Capstone Award: Multifamily — Grand Boulevard Lofts Kansas City Business Journal 2011 Lifetime Achievement Award —George Sherman Minneapolis/St. Paul Business Journal 2010 Property Excellence Award: Affordable Housing 101+ Units — Midtown Exchange Minnesota Multi Housing Association 2009 Best of the Decade — Midtown Exchange Minneapolis/St. Paul Business Journal 2008 Development of the Year— Syndicate Trust City of St. Louis 2008 Top Projects —Zenith Condominiums / aloft Hotel Finance & Commerce 2007 Best Historic Rehabilitation & Readers Choice Award — Midtown Exchange & Chicago Lofts Affordable Housing Finance Magazine 2006 Project of the Year: Adaptive Reuse — Midtown Exchange Apartments & Chicago Lofts Multifamily Executive Awards 2005 Best Smart Growth Community Up to 150 Units — Waterstreet Brownstones Professional Builder Magazine CITY OF IOWA CITY UNESCO OTY OF uTERATIM 1 P 1 � i CITY OF IOWA CITY 410 East Washington Street Iowa City, town 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org City Council Work Session Agenda November 18, 2014 Emma J. Harvat Hall - City Hall 410 E. Washington Street 5:00 PM ■ Questions from Council re Agenda Items ■ Council appointments [Item # 15] ■ Discuss Equity Report and NLC Report ■ Information Packet Discussion [November 6, 13] ■ Council Time ■ Meeting Schedule ■ Pending Work Session Topics [IP # 7 Info Packet of 11/13] ■ Upcoming Community Events/Council Invitations Previously distributed 8/28/14 Info Packet CITY OF IOWA CITY MEMORANDUM- Date: August 11, 2014 To: Geoff Fturn, Assistant City Manager �"" �✓ From: Stefanie Bowers, Equity Director Re: National League of Cities City Leadership to Promote Black Male Achievement Municipal Action Guide. History/Background: The Council's pending work session list includes a review of a munidpal action guide from the National League of Cities Institute for Youth, Education & Families entitled City Leadership to Promote Black Male Achievement. This memo is intended to provide a summary of the action guide and highlight opportunities for the Council to further promote the Ideals and values contained within. Discussion: The National League of Cities (NLC) is an organization that helps city leaders build better communities. The NLC works in partnership with the 49 state municipal leagues and serves as a resource to and an advocate for the more than 19,000 cities, villages and towns it represents.' One of the entities within the NLC is The Institute for Youth, Education, & Families (YEF Institute). The YEF Institute is a resource for municipal leaders to help them take action on behalf of the children, youth, and families in their communities? The National League of Cities City Leadership to Promote Black Male Achievement Municipal Action Guide offers suggestions and initiatives city leadership can take to Improve the outcomes for Black male youth within their community through cross -system collaborations. See National League of Cities Institute for Youth, Education & Families, p. 2. City leadership has a very important role in changing outcomes and creating opportunities for Black male youth. City leadership has the inherent power and visibility in the communities they serve to bring needed attention to the disparities. Moreover, city leadership can allocate funding, pool resources, gamer support, collaborate with other municipalities/organizations/groups, recruit volunteers, and advocate for change in local, state, and federal policies. See National League of Cities Institute for Youth, Education & Families, p. 13. M Across the nation Black youth disproportionately have large disparities in comparison to their peers. This is particularly true with Black male youth. The disparities can be seen in poverty rates, educational success, political exclusion and high death rates. Black children are more likely to be placed in foster care, be suspended from school, be incarcerated, and fail to complete postsecondary education after enrollment. See National League of Cities Institute for Youth, Education & Families, pp. 1-2. Any municipal approach to resolve these apparent disparities will involve commitment to reaching long -tern solutions and a collaborative approach with both private and public organizations that can offer to children and families the support that is needed. See National League of Cities Institute for Youth, Education & Families, p. 2. One of the first things municipal leaders should look at is the effect that local policies have on the outcomes for Black male youth. For example, in New York City, City Department Heads are reviewing their policies and practices to identify where Department interactions with young Black source: httpJMiww.nlaorglabout-nic. Municipal leaders Indude mayors, dty councilmembers, and other local leaders. source: About the National League of Cities Institute for Youth, Education & Families, p. L August 11, 2014 Page 2 males increase disparities. Departments are then reforming and changing modes of operations or policies that have this unintended result. Departments either through an annual report or self- monitoring system track their success in reducing these disparities while developing recommendations to continue to reduce disparities. See National League of Cities Institute for Youth, Education & Families, p. 3. There is not one single program for implementation that solves the unique disparities of Black male youth. A successful strategy must be driven by data to have outcomes that improve the lives of Black male youth in the area of education, work, and family. Suggestions for effective change in communities as it relates to Black male youth is for cities and city leadership to develop specific and clear goals, define the target population for the goals, effectively use data, and share accountability with other community stakeholders. See National League of Cities Institute for Youth, Education & Families, p. 5. Cities across the country that have established commissions, task forces or partnered with other organizations to identify specific policy changes that could decrease the disparities related to Black male youth include Philadelphia, Pennsylvania and Savannah, Georgia. Using federal funding from the Promise Neighborhoods initiative to focus on Black male youth achievement, cities like Orlando, Florida have concentrated efforts at neighborhoods riddled with crime and poverty. See National League of Cities Institute for Youth, Education & Families, p.6. Cities striving to create effective change can utilize readily available public data to pinpoint the specific needs of Black male youth. Using this data, municipalities can then partner with key stakeholders and organizations to devise an action plan. See National League of Cities Institute for Youth, Education & Families, p.6. One example is to collect the data on graduation rates of Black male youth from local school districts. The Annie E. Casey Foundation's KIDS COUNT Data Center' provides information on the well-being of youth in a specific district for every state. See National League of Cities Institute for Youth, Education & Families, p.7. Additional sources of data can be collected at the county or state level as well. See National League of Cities Institute for Youth, Education & Families, p.9. Cities then can create a "scorecard" and/or template for Black male youth achievement that lists the desired outcomes, indicators/sources and methods. Cities can also become familiar with the Search Institute's Development Assets framework' to learn more about what positive qualities and experiences youth need to become productive and responsible adults within their communities. See National League of Cities Institute for Youth, Education & Families, p.9. Possible action steps a city can take on key indicators for community well -beings are: Families Create opportunities for positive involvement of fathers in their sons' lives, enhance fathers' capacity to financially support their children, connect families with effective parent education and support programs, and boost family incomes and assets. See National League of Cities Institute for Youth, Education & Families, pp. 15-18. Education Promote reading proficiency by the end of the third grade, recruit mentors to help Black boys stay on track in school, push for in -school alternatives to suspensions and expulsions, work to reduce chronic absence and truancy, and develop alternative pathways to 3 Source: http!/datacenter.kidscount.org/ Search Institute works with schools, programs, families, and communities to use the Developmental Assets framework to measure and increase the external supports and internal strengths youth need to grow up successfully. The framework of Developmental Assets combines a research -based approach to child and youth development with practical, actionable ways that communities can work together to prepare young people for success. Source: http://www.search-institute.org/what-we-study/developmental-assets. 5 See, for example, the Boston Indicators Project at www.bostonindicators.org. August 11, 2014 Page 3 high school completion. See National League of Cities Institute for Youth, Education & Families, pp. 18-22. Work Expand opportunities for early work experience and career exploration, invest in YouthBuild' programs and Youth Corps', explore ways to create transitional jobs for young Black men, ensure equal access and effective targeting in workforce development programs, promote linkages to foster care and juvenile justice systems8, and reduce employment barriers for those with a criminal record. See National League of Cities Institute for Youth, Education & Families, pp.22-27.9 Cities should evaluate information and/or data from the following outcome areas: Family Outcomes, Educational Outcomes, Workforce Outcomes, Health Outcomes, Safety Outcomes, and Justice System Outcomes. See National League of Cities Institute for Youth, Education & Families, p.9. Municipalities can also work with other organizations to seek more qualitative information from Black male youth and their parents either through surveys or focus groups. See National League of Cities Institute for Youth, Education & Families, p. 10. Disparate impact10 also drives the inequities of Black male youth in communities across the nation. For example, zero tolerance policies within public school systems, zoning and land use policies that contribute to childhood obesity or poor health, or an employment policy that requires criminal background checks for applicants all can increase inequities. See National League of Cities Institute for Youth, Education & Families, p. 11. Modifying or removing these facially neutral polices may serve as an effective way to decrease disparities based on race and gender. See National League of Cities Institute for Youth, Education & Families, p. 11. Once outcomes have been identified cross -system planning could include the creation of a task force or leadership group to work on improving outcomes. Persons that can be included in the roundtables are: superintendents, police chiefs, community activists/representatives, business leaders, college presidents, service providers, media representatives, and members of historically Black fraternities/sororities or civictservice organizations. Representation is also necessary from state agencies, Black male youth, and Black young adults. See National League of Cities Institute for Youth, Education & Families, p. 11. Recommendation: The importance and influence of city leadership is crucial for any success in combating disparities. City leadership would include not only Iowa City Councilmembers but also Johnson County Supervisors, North Liberty Councilmembers, and Coralville Councilmembers. There are a number of existing committees, organizations, and coalitions throughout Johnson County that are focused on resolving racial disparities. Some established community organizations/groups include the Johnson County Disproportionate Minority Contact In YouthBuild pmgrams low-income young people ages 16 to 24 work full-time for 6 to 24 months toward their GEDs or high school diplomas while learning job skills by building affordable housing in their communities. Emphasis is placed on leadership development, community service, and the creation of a positive mini -community of adults and youth committed to each others success. Students may earn AmeriCorps education awards through their homebuilding and other community service. At exit, they are placed in college, jobs, or both. There are 264 YouthBuild programs in 46 states, Washington, DC, and the Virgin Islands engaging approximately 10,000 young adults per year. Source: https://youthbuild.orgt. r Youth Corps programs are a leadership training experience. In Youth Corps, participants start their own business, lead a community service project, help victims of crime, support actual legislation at the State House, discover careers of interest, interact with the word of journalism, gain money management skills, explore the arts & culture, and develop as a leader. Source: http://www.youtheorps.neVindex.htm. To help children who were in foster pre make successful transitions to independent living and adulthood. See http://www.ypil.org/OpportunityPassport.htmi. To help children who were in the juvenile justice system with effective diversion and reentry strategies. See http://www.aecf.orgMrorkrjjuvenile-justicerjdai/. A list of national resources available to municipalities can be found at the end of the action guide City Leadership to Promote Black Male Achievement. 10 Adverse effect of a practice or standard that is neutral and non-discriminatory in its intention but, nonetheless, disproportionately affects individuals having a disability or belonging to a particular group based on their age, ethnicity, race or sex. Source: http://www.businessdiationary.com/definition/disparate-impaeLhtmi. August 11, 2014 Page 4 Committee, the Iowa City Community School District's Equity Committee, and the Iowa City Coalition for Racial Justice. City staff participate in some of the aforementioned groups/organizations and have started to evaluate aspects of City operations that create disparities and to find effective resolutions to solve those disparities. For example, Human Resources (Personnel) recently removed the criminal history questions on the City Employment Application. In addition, the Juvenile Justice System Improvement Project (Georgetown Project) and the St. Ambrose Study on Police Traffic Stops address the large issue of racial disparities. In closing, the City (both staff and Council), needs to work towards identifying disparities, understanding the roots of the disparities and working collectively as a community to resolve racial disparities. City staff will continue to report out to the Council and community in the Diversity Implementation Form on a quarterly basis. From the City Manager NATIONAL Ut LEAGUE INSTITUTE FOR of CITIES EDUCATION & FAMILIES ra IN NATIONAL LEAGUE of CITIES w INSTITUTE FOR YOUTH, EDUCATION & FAMILIES CITY LEADERSHIP TO PROMOTE BLACK MALE ACHIEVEMENT Municipal Action Guide National League of Cities I Institute for Youth, Education and Families About the National League of Cities Institute for Youth, Education and Families The National League of Cities (NLC) is dedicated to helping city leaders build better communities. Working in partnership with the 49 state municipal leagues, NLC serves as a resource to and an advocate for the more than 19,000 cities, villages and towns it represents. The Institute for Youth, Education, and Families (YEF Institute), a special entity within NLC, helps municipal leaders take action on behalf of the children, youth, and families in their communities. NLC launched the YEF Institute in January 2000 in recognition of the unique and influential roles that mayors, city councilmembers, and other local leaders play in strengthening families and improving outcomes for children and youth. Through the YEF Institute, municipal officials and other community leaders have direct access to a broad array of strategies and tools, including: • Action kits and other publications that offer a menu of practical steps that officials can take to address key problems or challenges. • Technical assistance projects in selected communities. • Peer networks and learning communities focused on specific program areas. • The National Summit on Your City's Families and other workshops, leadership academies, training sessions, and cross -site meetings. • Targeted research and periodic surveys of local officials. • The YEF Institute's monthly webinar series. To learn more about these tools and other aspects of the YEF Institute's work, go to www.nlc.org/iyef. Copyright ® 2012 National League of Cities Washington, DC 20004 City Leadership to Promote Black Male Achievement Acknowledgements Leon Andrews, Clifford Johnson, and Michael Karpman collaborated on the development and writing of this municipal action guide. Andrews, senior fellow at the National League of Cities (NLC) Institute for Youth, Education and Families (YEF Institute), leads the organizations work on black male achievement. Chris Kingsley, senior associate for data initiatives at the YEF Institute, also provided helpful insights and information related to the data section of the guide, and Tim Mudd provided research and editorial support. In addition, NLC received valuable feedback and guidance from several reviewers, including Rhonda Tsoi-A-Fatt Bryant, Dr. John Lee, Marcus Littles, Robert Phillips, and Marc Phllpart. Gamble Graphics was responsible for the guides design and layout. Preparation of this guide was made possible by the guidance and generous support of the Open Society Foundations Campaign for Black Male Achievement. National League of Cities I Institute for Youth, Education and Fam flies Table of Contents The Challenge Strategies 5 Action Steps 15 Family 15 Education 18 Work 22 Resources 29 City Leadership to Promote Black Male Achievement National League of Cities I Institute for Youth, Education and Families The Challenge Commitment to equal opportunity — a society in which every child has the same chance for success regardless of his or her background — is among the most deeply -held convictions shared by Americans of all political persuasions. Yet nowhere is there a wider and more apparent gap between our ideals and our experience than in the immense and persistent disparities in outcomes between black male children and their peers. As reflected in an extensive range of indicators that are strongly correlated with children's future success in school and the workforce, black children — and in particular black males — grow up facing some of the largest disadvantages of any demographic group: • In 2010, black children were more than twice as likely to live in households with no parent in the labor force as white children,' nearly three times as likely to live in single -parent households,2 and nearly 60 percent more likely to lack health insurance.' • The poverty rate for black children in 2010 was 39.1 percent compared with 12.4 percent of white children,¢ and black children are nine times as likely to live in neighborhoods of concentrated poverty' • In 2009, only 11 percent of black male fourth grade students in cities with populations above 250,000 were proficient in reading compared with 38 percent of white male public school students in cities of all sizes across the nation.' Fewer than half of black male students graduated from high school on time in 2008, compared with 78 percent of white male students.7 • In 2008, black males ages 18 and over were underrepresented in colleges and universities, accounting for five percent of the nation's college students, and overrepresented in prison, accounting for 36 percent of the nation's prison population! • Homicide is the leading cause of death for black males between the ages of 15 and 24, and is responsible for more deaths of black males in this age group than the nine other leading causes combined.9 Other data show that black children and youth are disproportionately more likely to be abused and neglected, be placed into foster care, report a gang presence at their school, be suspended from school, be disconnected from both school and the workforce, and fail to complete their postsecondary educa- tions after enrollment 10 The existence of these disparities has been well known for a long time. Only recently has the national dialogue on these issues reflected a heightened sense of urgency. The Campaign for Black Male Achieve- ment — led by Open Society Foundations, which supported the production of this municipal action guide —was created in 2008 to address the intensification of negative outcomes for black males and their continued educational, economic, social, and political exclusion. Some of the most vocal and active policymakers in this burgeoning, nationwide movement are mayors and other municipal leaders from cities across the country. City Leadership to Promote Black Male Achievement Every day, city officials are reminded of the impact of these corrosive disparities in education, work, and family outcomes on their communities, and many have been sounding the alarm for decades about the high rates of dropout, poverty, youth violence, mass incarccration and homicide among black males. Some municipal leaders express their concerns in terms of equity and core values while others emphasize public safety or the link between a skilled workforce and local economic vitality. Local responses to the crisis facing young black males have been muted by the devastating economic recession and shrinking federal and state assistance to families and cities, which have exacerbated pressures on households and forced deep cuts in municipal budgets. Nonetheless, cities continue to develop innovative, cross -sector strategies to strengthen families, promote early literacy, raise high school graduation and college completion rates, reengage disconnected youth, and enhance family economic success. The development of effective citywide approaches that "move the needle" in eliminating disparities between black males and their peers remains an elusive goal for several reasons. One is the sheer complexity of the changes needed to break the cycle of intergenerational poverty. Long-term solutions will require collaboration across a broad range of public, private and nonprofit sector organizations that reach children and families at various stages of their lives. For instance, closing the academ- "There is no easy, quick fix to addressing the barriers and is achievement gap cannot be inequities facing black men and boys in America. Educating the sole responsibility of school districts. City leaders have the and engaging municipal leaders and elected officials to unique ability — and challenge — promote responsive policies and programs that advance of working with school district black male achievement is essential to sowing the seeds of officials to bring together and co - sustainability for tackling this entrenched problem! ordinate the efforts of numerous external partnerswho can increase - Shawn Dove, Campaign Malwsef;, Campaign for Black parent support and engagement, Male Achievement, Open Society FoundaMons Promote early learning, enhance school and neighborhood safety, expand access to high-quality af- terschool programs, offer health and social services, or recruit tutors and mentors. Building on the work of the Campaign for Black Male Achievement and its philanthropic partners, this guide high- lights opportunities for municipal leadership to improve education, work and family outcomes for black males through thoughtful, cross -system collaboration. A second obstacle that city officials face in promoting black male achievement is the challenge of developing strategies that are fairlyand appropriately targeted toward this population. Legal andpolitical constraints typically prevent local officials from granting eligibility or preference in publicly funded programs based solely on race and gender. Even place -based approaches that depend on concentrated investment within a disadvantaged neighborhood may struggle to maximize their effectiveness if limited resources are spread more thinly across all city council districts or neighborhoods. Many public officials instead opt for more universal approaches under the assumption that their efforts will benefit all groups equally. However, according to John A. Powell, former executive director of the Kirwan Institute for the Study of Race and Ethnicity at Ohio State University and now director of 2 National League of Cities I Institute for Youth, Education and Families the Haas Diversity Research Center at the University of California -Berkeley, this "false universalism" overlooks the uneven or limited impact that universal approaches may have on disadvantaged groups who face different circumstances from the majority, even if they are disproportionately affected by a problem or threat." He cites as an example the allocation of federal stimulus dollars to construction projects that increased employment in an industry overrepresented by white and Latino workers but produced relatively fewer jobs for blacks.12 Powell suggests that cities need to be universal in their goals — e.g., equitable access to high-quality education and family -supporting employment — but targeted in their processes and strategies for achieving them. One way in which cities are be- ing more strategic in targeting their efforts is in reviewing the impact of local policies on dif- ferent groups. For instance, as part of New York City May- or Michael R. Bloomberg's Young Men's Initiative, which is grounded in the "collective impact" framework that has captured many local officials at- tention, city department heads are examining their agencies' practices to identify where their interactions with young men of color may increase disparities and are using data to reform agency operations and policies. Similarly, in Philadelphia, Pa., an annual report by the Mayor's Commission on African-Amer- ican Males (re-established by Mayor Michael Nutter in 2011) will track progress in reducing disparities, issue recommenda- tions for action, and hold local leaders accountable. "This is the first time New York - or any major city in America - has engaged every relevant local agency and analyzed all available data in a collective effort to improve outcomes for black and Latino young men. Together, these reforms will equal more than the sum of their parts, and create positive and lasting changes that, we hope, will affect young men of this generation and many generations to come." - Mayor Michael R. Bloomberg, New York Chy Finally, cities must avoid the temptation to take a narrow programmatic focus that is detached from a larger strategic vision for reducing racial and gender inequalities. The establishment of new programs to improve black male achievement will be most effective if they are embedded within a larger strategy that contains clear goals, a defined target population, effective use of data, and shared accountability among multiple community stakeholders. The next section outlines strategies for taking a citywide approach to help more black males succeed. 3 City Leadership to Promote Black Male Achievement 4 National League of Cities I Institute for Youth, Education and Families Strategies In their roles as policymakers, chief executives, and prominent community leaders, mayors and other municipal leaders are uniquely positioned to convene a broad range of local partners behind a shared vision and set of measurable objectives for helping black males succeed. Because of the complexity inherent in addressing the overlapping barriers to black male achievement, no single program will be sufficient A citywide strategy driven by data is necessary to make a significant and lasting impact on outcomes for black male residents in the areas of education, work and family.'Ihe following steps offer guidance to cities as they seek to develop a strategic approach to this issue. Because of the complexity inherent in addressing the overlapping barriers to black male achievement, no single program will be sufficient. A citywide strategy driven by data is necessary to make a significant and lasting impact on outcomes for black male residents in the areas of education, work and family. Ensure a Strong Focus on the Target Population While defining the target population for a black male achievement agenda may seem straightforward, only a handful of local governments have launched initiatives that clearly focus on this subgroup of city residents. Cities such as Philadelphia, Pa., and Savannah, Ga., as well as the Oakland Unified School District in Oakland, Calif., have established task forces or commissions or have partnered with other community leaders to identify specific policy changes that could improve outcomes for young black males. In New York City, Mayor Michael R. Bloomberg's Young Men's Initiative has a somewhat more expansive focus on young black and Latino males. In California, the Alliance for Boys and Men Of Color, led by The California Endowment, PolicyLink, and other foundations and advocates, is working with a growing number of cities to enact policy and system changes on a comprehensive set of issues, with a particular focus on Fresno, Los Angeles and Oakland. All of these initiatives seek to ensure that the needs of young men and boys of color remain at the center of communities' and city agencies' efforts. More prevalent, but less specifically targeted toward young black males, are place -based efforts that seek to improve outcomes in disadvantaged neighborhoods with a large share of poor and minority residents. The Parramore Kidz Zone in Orlando, Fla., and other initiatives that have adapted the Harlem Children's Zone model are prominent examples of this rapidly spreading approach. Under the leadership of Mayor Buddy Dyer, the City of Orlando has invested significant resources in the Parramore neighborhood, where more than 95 percent of children are black and 98 percent qualify for the free and reduced -price school lunch program, and has launched citywide and neighborhood - based strategies targeted toward black men and boys. The trend toward city strategies that concentrate investments and energies in high -need geographic areas has been accelerated during the past several City Leadership to Promote Black Male Achievement "The thinking was that if we could 'move the needle' on juvenile crime and school failure in Parramore, we could ultimately do it in other Orlando neighborhoods where youth face simi- lar challenges. It's working. Since 2006, we have re- duced juvenile arrests in Parramore by 82 percent and made great strides in closing the achievement gap between - Parramore students and their peers city- wide. How? By investing in the things that research says is good for kids. Mentors and adult role models. Tutoring. Pre -K education. Aherschool programs. Sports. Youth jobs. College assistance... Like all children, black boys and young men need the support of their community if they are to grow up socially, academically and economically successful." - Mayor buddy Dyer, City of Orlando, Fla. years by the availability of federal funding for such efforts through the federal Promise Neighborhoods initiative. PolicyLink, through the work of its Promise Neighborhoods Institute, facilitates acommunity of practice for Promise Neighborhood coalitions to incorporate a focus on black male achievement into their planning and implementation strategies. Finally, municipal leaders in nearly all major cities are addressing issues that disproportionately affect young black males, such as low high school completion rates, high rates of incarceration, devastating levels of violent crime, an epidemic of childhood obesity, and pervasive poverty. While this guide highlights actions that are relevant to all of the approaches described above, its recommendations may be particularly useful in the context of a more targeted agenda to bolster black male achievement. Use Evidence of Unequal Outcomes to Define the Chollenge Conversations about reducing disparities between black males and other residents often begin with a brief, high-level summary of the facts on the ground. City leaders can use widely available public data sets to compare the educational achievement, employment, and family environment of black males to other demographic groups, quickly frame the problem, sharpen their call to action, and identify key stakeholders that should be engaged (see page 8 for examples). rl National League of Cities I Institute for Youth, Education and Families A small number of cities have launched targeted inittaBves focused speciflcally on black males or young men of color, while a larger number of cities have launched place—based or issue -focused strategies that dlsproportfonately affect black males. Other tools are available to help city officials better understand educational indicators for K-12 schools in their local school districts, as opposed to indicators for all adults throughout the community. School districts are now required to calculate cohort graduation rates disaggregated by race and make that data available to the public, but it is not always easy to organize this information by race and gender. The Annie E. Casey Foundation's KIDS COUNT Data Center(http://datacenter.kidscount.org/) provides a wealth of information on child well-being and is a great starting point to identify other key state and local data. Every state has a KIDS COUNT grantee that compiles these statistics and serves as a local data expert. The data center lists K-12 outcome information for many states and which state office provided the grantee with this information. That state office may provide its own web interface for downloading more specific educational outcome data disaggregated by race and gender. 7 City Leadership to Promote Black Male Achievement Tools for Building a Basic "Scorecard" for Black Male Achievement 0 The U.S. Census American Community Survey, through its "FactFinder" application, provides Povel Status in the Past 12 Family Months by SexbyAge for all demographic groups. Estimates are Well Beira Child Poverty available for the most recent year, though cities may choose to 9 use I and 5 -year rolling averages to look at smaller geographic areas with a smaller margin of survey error. hffp://factFinder2.consus.gov For larger dties, recent annual data are available, disaggregated by gender and race, through the Geographic Profile of Employment and Unemployment program of the Bureau of labor Statistics www.bls.gov/opub/gp/lougp.him Employment Unemployment Municipal leaders in smaller cities can use American Community Survey 3 or 5 -year estimates on Sex by Ago by Employment Stilus for the Population 16 Years and Older. The unemployment rate is calculated as the number of unemployed residents divided by the number in the labor force. The U.S. Census American Community Survey provides tables on High School Sex by Educational Ailainm ent for the Population 25 Years and Over Education Dropout and p for all demogm phic 9 roups: htip-.//factfinder2.census.gov. Completion See page 1 for resources that provide N-12 educational data for local school districts. The Arrest Data Tool from the Bureau of Justice Statistics provides information on the number of arrests in each major crime category between 1980 and 2009 for each low enforcement agency. Cities can view these data by race, gender, and status as a juvenile or adult offender. Local police departments may Justice Arrests supplement these data. www.biLgovtindexifinWHatool&sud-/orresh,tindexchn By comparing aggregate arrest statistics to resident demographics and tracking trends over time, city leaders can estimate the disproportionate engagement of young black men with the criminal justice system. 0 National League of Cities I Institute for Youth, Education and families States are also beginning to provide school superintendents and high school principals with feedback reports on the college enrollment and achievement of the students they graduate. While there are other ways of assembling information on how young black males in a community fare after high school relative to their peers, most of these methods require a relatively sophisticated understanding of education data and the capacity to conduct some analysis. Additional information on how cities can use postsecondary data is available in a separate NLC municipal action guide available at www.nlc.org/iyef. For a more in-depth template that can be used to track a wider variety of indicators, city, leaders may wish to consult the Results Framework developed by PolicyLink's Promise Neighborhoods Institute, the Harlem Children's Zone and the Center for the Study of Social Polity, although city -level data are not available for all of the indicators listed in the framework. For more information, visit www.policylink.org. In addition to focusing on disparities in these indicators, cities may also consider approaching the information gathering process from a strength- or asset-based perspective. Many cities over the years have used the Search Institute's Developmental Assets framework to gain a better understanding of the positive qualities and experiences that youth need to become productive and responsible adults. To learn more, visit www.search-institute.org. Work with Local Partners to Tell the "Story Behind the Numbers" Municipal officials who are committed to reducing disparities between black males and other residents often find it helpful to partner with local organizations that can add their perspective — and data — in telling the human story behind these high-level indicators. In the public sector, relevant information and expertise may be housed within an array of separate state, county, municipal and school district systems, and the public data are not always easily analyzed by race and gender. Many cities are fortunate to have local organizations with expertise in locating, linking, and presenting this kind of administrative data. The National Network of Information Partners facilitated by the Urban Institute, for example, has members in 35 cities, and is expanding to other communities (for more information, visit www.neighborhoodindirators.org). For instance, in Oakland, the Urban Strategies Council has partnered with the Oakland Unified School District (OUSD) and the East Bay Community Foundation to support OUSD's African-American Male Achievement initiative. These partners work together to develop indicators for several key goal areas (e.g., middle -school holding power), track school attendance and chronic absence data, and analyze OUSD students' well-being and suspension and attendance patterns." In other cities, local institutions of higher education — often through centers and departments of geography or sociology— are well situated to assist cities in gathering, analyzing and reporting aggregate data on black male children and youth. Through its African American Male Mapping Project, the Kirwan Institute for the Study of Race and Ethnicity at Ohio State University has used GIS technology to portray the spatial mismatch between neighborhoods of opportunity and the areas in which more than one million black male children ages 14 and under live in seven large metropolitan regions: Atlanta., Ga.; Chicago, Ill.; Detroit, Mich.; Houston, Texas; Los Angeles, La.; New York City; and Washington, D.C. This analysis showed that the vast majority of younger black males live in neighborhoods of low N City Leadership to Promote Black Male Achievement or very low opportunity as measured by a range of education, employment, and neighborhood health indicators, including some of the indicators listed on page 8. In still other cities, foundations have taken a lead role in collecting and presenting data on key indicators of community well-being (see, for example, the Boston Indicators Project at www bostonindicatomorg). Finally, children's report cards or scorecards that have been developed by a number of counties and a handful of cities can provide a template for this wodc. The following list of indicators suggests some of the information that city leaders have found important when discussing racial and gender disparities in their communities: • Family Outcomes: child population byrace andgender, teen births; children in single -parent households; referrals to child protective services; substantiated child abuse and neglect cases; children in foster care; poverty rates, including for children below the age of 18; homeownership rates and the proportion of families paying greater than 30 percent of their income in rent, by neighborhood; school meal program eligibility rates; enrollment of eligible families in public benefits and nutrition programs; access to mainstream financial services • Educational Outcomes: access to high-quality child care and preschool; kindergarten readiness; gaps in achievement on standardized tests; grade -level proficiency in reading and math; truancy rates; suspensions and expulsions; participation in honors, gifted and advanced placement courses; participation in supportive service and high-quality out-of-school activities; number of children with lasting connections to mentors and other caringadults; school personnel representation except as custodians; high school graduation and dropout rates; college readiness, enrollment and completion rates • Workforce Outcomes: unemployment and labor force participation rates; number of disconnected youth ages 16-24 (neither in school nor working); median earnings U.1616 n...._....... access to prenatal care; rates of underweight births; access to health insurance; incidence of child lead poisoning; substance abuse rates; childhood obesity rates; access to parks, playgrounds and grocery stores • Safety Outcomes: homicides and violent crime rates; violent victimization of children • Justice System Outcomes: arrest and referral rates; detention rates; commitments to out -of -home placement; recidivism rates Cities such as Savannah, Ga., and Springfield, Ill., have collected data for many of these indicators to guide local strategies. In Springfield, the Mayors Office of Education Liaison partnered with the Springfield Urban League and the African-American Student Achievement and Success Study Group to issue a 2008 report examining a broad range of academic outcomes for black students, including test scores, college and work readiness, school attendance and completion, discipline, teacher quality, and assignment to special education. In Savannah, the African-American Male Achievement Group produced a report the same year on the disproportionate out-of-school suspension rates for black male students in Savannah -Chatham County Public Schools. 10 National League of Cities I Institute for Youth, Education and Families While quantitative data are crucial to understanding the challenge and tracking progress, city strategies for action may also be informed by focus groups and surveys that shed light on the experiences of young black males as they make the transition to adulthood, and the factors that have a strong influence on their choices and opportunities. Both the Savannah and Springfield studies contain information gathered from surveys of students and/or parents. Partnerships with schools, community and faith -based organizations, afterschool programs, and parent groups can help local officials seek feedback from youth and engage them in guiding the city's black male achievement agenda. It is also important to gather information on local policies that may exacerbate achievement gaps be- tween black males and other young people. For instance, do school districts have zero tolerance policies that lead to disproportionate numbers of suspensions or expulsions of black male students, pushing them out of school and into the juvenile courts? Do school policies favor out-of-school rather than in -school suspension, thereby disrupting further the education progress of affected students? Are local policies and practices contributing to disproportionate minority contact with and confinement within the juvenile justice system? Could the city do more to promote hiring of disadvantaged groups (e.g., at -risk youth, people with criminal records) for both summer and year-round jobs? Are local zoning and land use policies contributing to childhood obesity and poor health? A careful review of policies and practices can help identify where local governments may be part of the problem and have oppor- tunities to make a difference. Identify Key Stakeholders who are Working to Improve Outcomes A viable task force or leadership group on black male achievement will benefit from the active involvement of the mayor, city councilmembers, and community partners, including such diverse stakeholders as school superintendents, judges, police chiefs, college presidents, business leaders, foundation executives, community and neighborhood activists, faith community leaders, service providers, media representatives, youth, and parents. Several cities have also involved fraternities and local chapters of the NAACP, 100 Black Men of America, and Concerned Black Men to bolster their efforts. Engaging a wide range of stakeholders in cross -system planning reflects the multi -faceted nature of the achievement gap between black males and other residents. Moreover, identifying all of the existing community resources that have demonstrated results in improving black male achievement can provide a strong foundation on which to build during the planning phase. Mayors in particular are in a unique position to identify and convene a high-level leadership team and leverage resources to facilitate staff -level implementation of its recommendations. In Milwaukee, Wis., MayorTom Barrett and three cityaldermen partner with the University of Wisconsin -Milwaukee, the district attorney, and a variety of community and faith -based organizations (e.g., Running Rebels, Silver Spring Neighborhood Center, Urban Underground, and the Lighthouse Youth Center) as part of a citywide strategy to improve outcomes for black males. City leaders may also consider seeking representation on existing local, regional or state coalitions focused on black males or young men of color to ensure that their efforts are aligned with the city's goals and activities. 1 City Leadership to Promote Black Male Achievement Establish a Shared Vision, Measurable Goals, and a Clear Plan for Making and Tracking Progress Equipped with data on racial and gender disparities and working in partnership with a broad cross- section of the community, local leaders will be in a better position to assess their cities' strengths, weaknesses, challenges, opportunities and investments in young black males. This assessment process will help participating stakeholders develop a shared vision for improving the outcomes of young black males, concrete and measurable goals, and a plan for making progress that has widespread community support. One strategy that city leaders can consider is the development of comprehensive local youth master plans similar to those recently developed in Nashville, Tenn., Grand Rapids, Mich., and Brighton, Colo. Just as these and other cities have made intentional efforts to engage young people in every aspect of their youth master planning processes, local officials planning black male achievement initiatives should invite the participation of black male youth and young adults from the very beginning. In addition, a mechanism for charting local progress — and designated staff responsible for performing this task — are essential for sustaining momentum and stakeholder engagement. Communities with youth master plans have acknowledged that their vision for young black males is not different from their vision for any other young resident — local vision statements commonly offer some variant of the aspiration that "all children and youth have the opportunity to thrive." Data on local disparities offer a reality check that this goal is out of reach for too many black male children and their families. As Mayor Barrett has said about local unemployment rates, "no one has been hit harder than African-American men." "It is an inconvenient truth that we have a murder epidemic on our hands where black men and boys are dying on the streets of America, and ending it will not be easy, but it is a fight we must all be in together." - Mayor Mitch Landrieu, City of New Odems, La. National League of Cities t Institute for Youth, Education and families Make the Case for Action City officials have a powerful bully pulpit from which to make the case for action on behalf of disadvantaged black men and boys. They can draw media attention to the risks of not investing in the lives of young people and the payoffs of fostering successful transitions to adulthood. They can also mobilize the community to recruit volunteers and mentors, raise funds, advocate for changes in state and federal policies, and connect targeted families and individuals with key services. In addition to using their local platform to galvanize the community, mayors and other city leaders are also in a position to elicit national attention to the issue of black male achievement. Philadelphia Mayor Michael Nutter and New Orleans Mayor Mitch Iandrieu's launch of Cities United, a new initiative to reduce violence -related deaths among black men and boys, has underscored the urgency of developing concerted local and national campaigns on this issue. Through their leadership, these two prominent mayors have already generated increasing awareness of the alarming toll that homicides inflict upon young black males in urban areas and the destabilizing effect this tragic loss of life has on black families and the communities in which they, live. 'We must be willing to have an honest conver- sation about the things that are holding us back as a nation and ask our- selves, 'What are we prepared to do about �'a k them$' together. We must be willing to do some- thing about a local and national epidemic not sufficiently talked about, much less tackled. There will be those who feel un- qualified to speak, and those who will seek to distort the discussion in service of much different motives. But we will speak out, we will address, we will tackle black -on -block violence in our com- munities and we will do it together. As Dr. King wrote, we are bound together 'in an inescapable network of mutuality.' We will say what needs to be said but hasn't been. We will do what needs to be done but hasn't happened! - Mayor Michael Nutfer, City of Philadelphia, Pa 13 City Leadership to Promote Black Male Achievement 14 National League of Cities I Institute for Youth, Education and Families Action Steps FAMILY Family instability is a prime factor contributing to the educational and employment crises confronting young black males, a disproportionate number of whom grow up in fatherless and single -parent households. Due to the absence of two stable earners, lower education levels of parents, barriers to collecting adequate child support, difficulties in sharing parental responsibilities, and other factors, children in these households are overwhelmingly more likely to live in poverty and struggle in school compared with children in two-parent households.14 The emergence of disparities early in children's lives that steadily widen into adulthood reflects the multiple challenges and resource deficits among unstable families that are all too often transferred across generations. A growing body of evidence suggests that the most opportune moment to break this cycle of intergenerational poverty is in early childhood — from before children are born until they enter kindergarten — and that progress in closing early achievement gaps can be sustained with ongoing support through the school-age years.15 However, implementing successful prevention strategies also requires an emphasis on strengthening families and enhancing their capacity to meet the educational, nutritional, health and emotional needs of their children. In particular, parents must have sufficient knowledge and financial resources to place their children on a successful pathway, and more fathers must be engaged in providing parental support. Municipal officials can foster a family strengthening approach that improves outcomes for young black males in their communities by taking the following action steps: Create Opportunities for Positive Involvement of Fathers in their Sons' Lives Data collected by the U.S. Census Bureau show that nearly two-thirds of black children grow up in single -parent families, compared with about one-quarter of white children." The National Fatherhood Initiative has drawn attention to a compilation of studies showing that children growing up in fatherless households are more likely to drop out of school, become incarcerated and experience other negative outcomes." Efforts to strengthen families composed of unmarried parents and to promote emotional and financial support by noncustodial fathers can make a significant difference in the lives of these children.'" In recent years, city leaders and other policymakers have shifted more attention to the important roles that fathers must play in child-rearing. Municipal officials can learn from their peers in a handful of cities, including Milwaukee, Wis., New York City, Philadelphia, Pa., and Bryan, Texas, who have launched bold initiatives to reduce barriers to responsible fatherhood involvement. These cities have created opportunities to strengthen connections between youth and their fathers, often with a focus on reengaging noncustodial fathers in their children's lives. 15 City Leadership to Promote Black Male Achievement For instance, NYC Dads, the Mayor's Fatherhood Initiative launched by New York City Mayor Mi- chael R Bloomberg in 2010, is a comprehensive effort to make city agencies father -friendly and re- move barriers to positive fatherhood involvement. For instance, probation officers are receiving train- ing to help fathers on probation address barriers to positive involvement with their children. NYC Dads also assists in the cre- "Fathers play a pivotal and irreplaceable role ation of "memorable momente between in the lives and development of children, and in fathers and their children, such as a pilot strengthening and enhancing the family as the basic outdoor adventure program offered by the city's parks and recreation department. In institution in the community. It is more important than addition, the housing authority, provides ever that we celebrate fatherhood and put a spotlight child -friendly spaces at community cen- on the positive impact that involved and engaged ters where fathers can interact with their fathers have on black males in our society." children and access education and employ- ment services, counseling, support groups - Mayor Harvey Johnson, City of Jackson, IMk& and parenting classes. Using a curriculum developed by an Austin -based psycholo- gist, the Fatherhood Initiative in Bryan, Texas, offers parenting classes for fathers at the local Head Start program, churches and schools. Fathers have the opportunity to learn about healthy communica- tion ommunication and relationships and participate in fun activities with their children. Enhance Fathers' Capacity to Financially Support their Children Programs that strengthen emotional connections between fathers and their children often go hand-in- hand with efforts to increase fathers' capacity as parents. In addition to offering parenting classes, city - led fatherhood initiatives work to improve fathers' ability and commitment to provide their children with sufficient financial support. For instance, the Milwaukee Fatherhood Initiative launched by Mayor Tom Barrett in 2006 connects fathers with programs that reach parenting skills and financial education. The city's annual Fatherhood Initiative Conference also assists fathers with drivers' license recovery and finding a job. One common component of citywide fatherhood initiatives involves reforms that increase the likelihood that noncustodial fathers will pay child support, which not only lifts many families out of poverty but can also encourage more active father involvement. The Milwaukee Fatherhood Initiative facilitates partnerships to offer fathers a credit toward existing child support debts owed to the state if they complete parenting workshops at the annual fatherhood conference. Similarly, New York City's Office of Child Support Enforcement has collaborated with other city agencies, including the departments of parks and recreation, probation, youth and community development and the housing authority, to boost compliance with child support orders. The office works with fathers to reduce unrealistic child support orders and unmanageable arrears that fathers have accumulated, leading to increased child support payments to custodial parents. These reforms do not occur in isolation, but instead complement larger efforts to improve fathers' ability to provide for their children. For instance, the Department of Youth and Community Development's Fatherhood Initiative funds community - W -1 National League of Cities I Institute for Youth, Education and Families based organization programs that help participating fathers attain a GED and find employment, with fatherhood programming tailored toward the needs ofyoung fathers and those who have been involved in the criminal justice system. L--Z� lefk Milwaukee Mayor Tom Barrett jmiddlej at a Mtlwaukee Brewers - _ chaq event J� ► r "With more than half of Milwau- kee's children being raised in a home by a single mother and high unemployment levels among Afri- can-American fathers, Milwaukee is breaking down barriers that stand in the way of responsible fatherhood. The Milwaukee Fatherhood Initiative (MFI) builds on a proud community history of collaboration and has evolved into a resource support network that empowers MFI members to be involved, responsible, and committed fathers." - Mayor Tom Barren, Cily of Milwaukee, Wis. Connect Families with Effective Parent Education and Support Programs High-quality parenting support programs can help current and expecting parents learn how to keep their children safe and healthy, stimulate intellectual and emotional development, improve their financial capacity to raise their children, and connect with community resources that offer information, assistance and support networks. For instance, one of the most rigorously studied and prominent evidence -based models is the Nurse -Family Partnership. Through this program, registered nurses make regular home visits to low-income, first-time mothers from early in pregnancy until their child is two years old. The program has proven to be successful in improving prenatal health, reducing child abuse and neglect, supporting early learning and language development, increasing father involvement and family stability, and enhancing mothers' economic self-sufficiency — outcomes which have important lifelong impacts on children and their communities.19 Several cities, such as Baltimore, Md., Fargo, N.D., Kansas City, Mo., and Milwaukee, Wis., sponsor this and/or other home visiting program directly through their health departments, while other cities provide funding or coordination of home visiting programs run 17 City Leadership to Promote Black Male Achievement by community-based organizations. Passage of the Patient Protection and Affordable Care Act in 2010 provided funding to states to expand evidence -based home visiting programs. Cities are also using other forms of education and support to engage parents. A 2007 NLC report, entitled Supporting Parents: Promising City Efforts to Promote Early Childhood Success, offers a broad array of ideas for municipal leaders and numerous examples of how individual cities have tackled key challenges in this area. For instance, Hartford and other cities in Connecticut partner with the state's Commission on Children to help parents to be effective advocates for their children through the Parent Leadership Training Institute. Parents as Teachers, another model program with a long track record, has also published a Fatherhood Toolkit that may serve as a valuable resource for city officials 10 Boost Family Incomes and Assets The challenges experienced by families that live below or just above the poverty line negatively impact black male achievement in numerous ways. Lack of stable and safe housing, high rates of mobility across neighborhoods and school districts, home environments that are not conducive to learning, parental stress and family instability, inadequate health care and nutrition, and a dearth of high- quality child care options, early learning programs and out-of-school time activities can all contribute to worse educational outcomes for black male student0 Moreover, black families are substantially more likely than white families to be "asset poor,"22 with little or no savings to weather a financial emergency, avoid unmanageable debt, or invest in education and homeownership. This wealth gap has widened significantly since the recent financial crisis and recession. Recognizing the link between poverty, student achievement and local economic vitality, cities are increasingly employing strategies to boost family incomes and increase their financial stability. While the section on work in this guide highlights several local approaches to increase employment opportunities, many cities are also taking steps to ensure that families working in low-wage jobs are claiming all of the federal and state tax credits and benefits for which they are eligible. These programs include the Earned Income Tax Credit and Child Tax Credit, Medicaid and the Children's Health Insurance Program, child care subsidies, utility assistance, Supplemental Nutrition Assistance Benefits and other nutrition benefits (e.g., school breakfasts and lunches, afterschool and summer meals). Many cities collaborate with a broad range of stakeholders to sponsor Volunteer Income Tax Assistance sites and screen residents for eligibility to receive other benefits. In recent years, cities have increasingly focused on asset building as well. Since 2006, more than 50 cities have launched or begun to develop "Bank On" initiatives that connect residents with financial education and low-cost bank accounts as an alternative to check cashers and other fringe financial services. EDUCATION Nothing is more important to the futures of our next generation of young black men than effective interventions to raise their academic achievement. Key action steps outlined in the section above — including efforts to strengthen the families in which they grow up and to ensure that young black National League of Cities I Institute for Youth, Education and Families boys receive the early learning experiences they need to enter school ready to succeed — provide the foundation for this effort. The challenge for city leaders is to build upon this foundation and seek ways to improve educational outcomes for black males during their K-12 years. Potential action steps include: Promote Reading Proficiency by the End of Third Grade One critical milestone in every child's education is the ability to read proficiently by third grade, and young black boys are one of the demographic groups most likely to fall short of this key benchmark. Well -targeted interventions can help ensure that students learn to read so that they can then "read to learn" in subsequent grades. In Louisville, Ky., for example, a collaborative effort between the city, United Way, Jefferson County School District, and other key stakeholders has utilized coordinated data efforts, aligned educational goals, and diverse funding strategies to focus the community's attention on the importance of promoting early literary. Comprehensive local strategies to promote reading proficiency by the end of third grade seek to address at least three key problems: lack of school readiness; chronic school absence; and summer learning loss. In response to a challenge issued by the National Campaign for Grade -Level Reading and the National Civic League, more than 124 communities submitted community solution action plans in March 2012 to compete for the annual All -America City Award. The 14 winners were recognized for their ambitious plans to ensure that more children are proficient readers by the end of third grade. Going forward, the Campaign is providing a broad array of resources as well as targeted technical assistance to support the work of city leaders in this pivotal area Recruit Mentors to Help Black Boys Stay on Track in School A substantial body of research suggests that mentoring programs can improve outcomes for disadvantaged youth, and that the benefits of mentoring accrue over time. For example, researchers have found that youth ages 10 to 16 whose relationships lasted at least one year experienced substantial benefits, with significant improvements in feelings of self-worth, perceived social acceptance, perceived scholastic competence, the value placed on school, and the quality of relationships with parents as well as decreases in drug and alcohol use as compared with non-mentored youths. 21 Given the barriers to advancement they face, young black males are particularly in need of these developmental supports. Numerous cities have launched mentoring efforts that can benefit black males. The Mentoring Consortium in Oakland, Calif., includes more than 200 community and business partners that have signed up to provide mentors. In Baltimore, Md., city and community leaders have established a Mentoring Collaboration managed by the Family League of Baltimore City. This citywide initiative cultivates partnerships with the mayor's office, police department, department of juvenile services, school district, community, groups, faith institutions, service providers, and parents. In Newark, N.J., Mayor Cory Booker helped found the Newark Mentoring Coalition (NMC), an association of local afterschool programs and other nonprofits that deal with children. NMC started with 25 participating organizations and has increased that number to 60 organizations. 19 City Leadership to Promote Black Male Achievement stars to provide them with guidance, support and encouragement. to our young black men today, we are investing in our future!" "Our young black males in Newark deserve to enjoy the very best opportunities in life. The Newark Mentoring Co- clition and its partnering or- ganizations help our children and youth turn their potential into reality through mentor- ing — a structured and trust- ing relationship that brings young people together with caring and knowledgeable individuals who can share their experience with young - When we make a commitment - Mayor Cory Booker, City of Newark, N.J. Push for In -School Alternatives to Suspension and Expulsion Reviews of school discipline policies have documented the disproportionate impact of suspensions and expulsions on black boys, sometimes beginning in the earliest elementary grades.74 In addition, research evidence strongly suggests that these sanctions cause students to fall even farther behind in school and thereby increase the likelihood that they will eventually drop out (or be pushed out) of school completely. For these reasons, a growing number of city and school leaders are reexamining their school discipline policies and testing alternative approaches that keep students engaged in learning while still maintaining standards for acceptable conduct in schools and classrooms. As one element of the Jacksonville Journey, a comprehensive, community -wide anti-crime initiative, five Alternatives to Out -of -School Suspension (ATOSS) centers across this Florida city keep students who have been suspended in a structured and supervised environment where they continue to be engaged and supported in their school work. Elected officials in other cities, such as former Mayor Otis Johnson in Savannah, Ga., have used their bully pulpit to educate the community about the potentially harmful effects and unintended consequences associated with "zero -tolerance" policies that mandate suspensions or expulsions in a wide range of circumstances. Other large urban school systems have seen promising results from school discipline policy reforms that they enacted with guidance from national organizations focused on racial justice. In 2007, the dc National League of Cities I Institute for Youth, Education and Families Baltimore City Public Schools (BCPSS) requested the assistance of The Advancement Project, a national, nonprofit legal action organization, to help evaluate its school discipline policies for biased, inconsistent and academically harmful suspension practices. After analyzing school discipline data, the BCPSS school safety committee drafted a new code of conduct emphasizing prevention measures and interventions to limit suspensions, expulsions, and school-based arrests. In the first year of its implementation, out-of-school suspensions dropped by 26 percent. Similarly, the Denver Public Schools (DPS) rewrote policies to focus discipline within the school setting, directing school officials to limit out-of-school suspensions, expulsions, and referrals to the police to the most serious offenses. DPS also requires schools to pay special attention to racial disparities in discipline through regular assessments of school discipline data.25 Work to Reduce Chronic Absence and Truancy Students cannot learn and meet goals for academic progress if they do not attend school on a consistent basis. For young children, the primary challenge is to address underlying problems — whether health, family, or school related— that contribute to chronic absence. Nationwide, as many as 10 to 15 percent of K-12 students miss nearly a month of school each year. In some cities, as many as one in four students are absent this frequently from school.26 For this reason, city and school district leaders in communities as diverse as Baltimore, Grand Rapids (Mich.), and New York City have mounted sustained efforts to reduce chronic absence and achieved promising early results. At older ages, truancy often emerges as the greatest concern and provides a clear warning signal of even more serious problems (from dropping out of school to teen pregnancy, substance abuse or youth violence) down the road. In response, community partnerships in many cities are utilizing truancy interventions to ensure that youth who are staying away from school, as well as the families of those young people, are connected to positive resources and supports. For example, police in York, Pa., conduct monthly curfew rounds and then take truant youth to a local community center staffed with caring professionals, rather than the police station, to help them access a wide mange of services and counseling. Nashville's Metro Student Attendance Center — supported by a partnership among police, schools and juvenile courts —serves a similar purpose, achieving notable success in addressing the reasons behind students' absence from schools and reducing local truancy rates. The City of Omaha, Neb., funds six full-time Youth Attendance Navigators who are assigned to three middle schools, two high schools, and a local reengagement center to work directly with youth who have a history of poor attendance. /School districts are necessary but not sufficient to ensure the conditions for healthy communities. Helping our kids offend school every day matters for the child, matters for the family, and matters to the community.' - Dr. Tony Smith, Superintendent, Oaldmd Unified School District, Oaldmd, Calif. 21 City Leadership to Promote Black Male Achievement Develop Alternative Pathways to High School Completion At a time when roughly one-third of the nation's students leave high school without a diploma, cities are putting a growing emphasis on dropout prevention and recovery through multiple pathways to graduation, including. alternative high schools, credit recovery programs; flexible diploma and GED programs linked to job training; dual enrollment options; and other programs that offer wraparound services and connect classroom instruction with career and college readiness. While these pathways may also involve reengaging students in traditional high schools, several cities and school districts are working together to expand the number of alternative high schools available to studentswho struggle in traditional high school settings. Hallmarks of these alternative schools include a rigorous and relevant curriculum, project -based learning, close student -teacher relationships, youth voice and leadership development. Municipal officials are well positioned to connect students in alternative high schools with supportive wraparound services provided by city agencies and community organizations. At the same time, city leaders are also forging connections with postsecondary institutions and businesses to expand college and career options. For those who have already left school, municipal leaders can seek to build more effective pathways to workforce credentials via "Back on Track to College" models featuring enriched GED preparation, postsecondary bridging, and first-year support. For instance, the City of Newark, N.J., is one of several key partners that supports the Youth Education and Employment Success (YE2S) Center, one of a growing number of local "reengagement centers" springing up in cities across the country that connect youth who have dropped out of high school with a range of alternative education programs and wraparound services. One of the YE2S Center's programs is Gateway to College, which is housed at Essex County College and enables youth to earn their diploma while also attaining college credit. WORK Access to family -supporting jobs and career pathways is essential to breaking the cycle of intergenerational poverty and low achievement. The action steps in this section focus on establishing early attachment to the labor market and reengaging individuals who have 22 As we analyzed the economic conditions in the City of Milwaukee that has adversely impacted black male unemployment, the city council adopted a strategic objective to target resources to specifically address barriers to this critical population." - Aldemxm Joe Davis, City of Milwaukee, WI& National League of Cities I Institute for Youth, Education and Fam!Iles become disconnected from employment and education. City leaders can help black males gain valuable work experience through summer and year-round job programs and career exploration partnerships. They can also utilize their position on regional workforce investment boards to ensure that workforce development programs effectively serve individuals and neighborhoods with the greatest needs and pursue other resources that can be used for this purpose. With black males overrepresented among populations that have not completed high school, are involved in the juvenile justice or foster care systems, are reentering communities following incarceration, have a criminal record, or face other significant barriers to work, municipal leaders may consider a range of interventions that have been tested by cities and other entities and show promise in connecting hard -to -employ individuals to jobs. Expand Opportunities for Early Work Experience and Career Exploration Early work experience is one of the strongest predictors of future success in the labor market. Because young people who are able to secure paid employment during their teenage years are much more likely to be employed as adults, the challenge of promoting work for young black males begins with efforts to expand job opportunities for teens. Summer youth employment programs, while hardly a new activity for cities, remain a key strategy for providing this early work experience to teenagers who otherwise would be unemployed. Baltimore, Md., Boston, Mass., Philadelphia, Pa., San Francisco, Calif., and Washington, D.C., are among the many cities that have sustained large-scale summer jobs programs despite federal budget cuts, often through the personal leadership of mayors who have committed local funds and reached out aggressively to business and nonprofit leaders. As economic conditions improve, a focus on boosting year-round work opportunities will become more feasible and important as well. As suggested in the discussion of mentoring in the previous section, successful pathways to work also depend on an ability to grasp the range of career possibilities and the preparation or credentials required to pursue them. Mayors and other city leaders can work with schools, local businesses, and community partners to increase opportunities for career exploration at early ages so that black boys on this critical exposure. They can also seek commitments from local business owners to offer job shadowing or part-time employment opportunities. The best career exploration efforts are tied to effective career and technical education programs (including postsecondary education options when appropriate) while avoiding the pitfalls of tracking in public schools that frequently have impeded the academic progress of young black males. One exciting approach that builds upon many years of research regarding the "career academy" model is emerging in Nashville, Tenn., where the local chamber of commerce has led an effort with Metropolitan Nashville Public Schools to convert all of the city's high schools into "academies" that enable students to learn through the lens of a career or academic theme in a highly personalized learning community.E7 Each academy is designed to expose students to a wide range of careers and opportunities, industry skills, and potential employers, utilizing a mix of classroom speakers, site visits, job shadowing and internships. The extensive involvement of the business community in this effort has been a key factor in its early success, ensuring close and ongoing connections to industry trends and local employers. 23 City Leadership to Promote Black Male Achievement 'We have forged a strong partnership between our public school system and workforce develop- ment agency to create innovative learning environments — like the one at the Baltimore City Career Academy — that not only provide effec- tive academic instruction, but also hands. on employability skills development and + real-world work experiences. In par- ticular, these partnerships are yielding positive results for many young, African. American males who might otherwise not hove had a 'second chance' to earn a high school diploma or be given the opportunity to move along a sustainable career pathway." Baltimore Mayor Stephanie Rawlings -Blake speaks ar the kickoff of the city's Safe Streers initiative, one of many local efforts that are improving outcomes for black males in Baltimore. - Mayor Stephanie Rawlings-Bkiie, City of Bdlmore, Md Invest in YouthBuild Programs and Local Youth Corps The most effective interventions for disconnected youth combine elements of work and learning. Two models with strong track records — YouthBuild and youth corps — are currently serving large numbers of young black males, but federal and state investments in these programs are sufficient to serve only a fraction of those in need of such opportunities. Municipal leaders can respond by working with local businesses, civic groups, and foundations as well as a range of federal and state agencies capable of funding work projects to develop long-term plans for expanding and sustaining investments in these critical initiatives. Mayors and city councilmembers can also be compelling advocates for increased federal and stare appropriations to support and sustain these efforts. Without question, the pressures on city budgets have constrained options for investments of this nature. Many of the most successful strategies for supporting YouthBuild and youth corps expansion in recent years have tapped per -pupil education funding provided by states and local school districts. More flexible policies governing the establishment of charter schools and reenrollment of school dropouts in some jurisdictions have enabled an increasing number of YouthBuild and youth corps programs to take advantage of this funding and grant high school diplomas. For example, American Youth Works in Austin, Texas, and Crispus Attucks YouthBuild in York, Pa., operate charter schools and are among a group of 40 YouthBuild schools and programs participating in the National Schools Initiative designed and led by YouthBuild USA to strengthen and enhance their education capacity. Reengagement centers that are being developed in a number of cities also represent a promising model that can help connect young people who have dropped out of school to alternative pathways for 24 National League of Cities I Institute for Youth, Education and Families high school completion, including but not limited to those offered by YouthBuild and youth corps programs. NLC recently launched a reengagement center network so that current reengagement centers (Boston, Mass.; Philadelphia, Pa.; and Newark, N.J.) and several others in the planning stages (Portland, Ore.; Omaha, Neb.; Dayton, Ohio; Camden, N.J.; Trenton, N.J.; and Denver, Colo.) can share best practices for successfully reengaging disconnected youth. Explore Ways to Create Transitional Jobs for Young Black Men Transitional jobs (TJ) programs create temporary, wage -paying positions as "stepping stones" on the path to unsubsidized employment. While YouthBuild and youth corps programs combine these types of work opportunities with intensive education and support services, a broader range of transitional jobs models have also achieved substantial, immediate employment gains for diverse populations in many communities and several states. Some of the most compelling research findings in this field come from efforts to help individuals returning from prison —TJ programs enrolling individuals within three months of their release from prison have reduced recidivism rates by 16 to 22 percent.ZR Particularly in a struggling economywith high levels ofjoblessness, it is essential that city leaders pursue all options for expanding employment opportunities. For young black men who are virtually shut out of the job market, transitional jobs can serve as a crucial lifeline and connection to the mainstream economy. Several cities — including Chicago, III., Providence, RI., and Newark, N.J. — are currently utilizing either local tax revenues or federal grant funds to support TJ programs for individuals with major barriers to employment, including but not limited to young black men. In New York City, the Center for Employment Opportunities provides short-term transitional jobs immediately upon release from prison, and this carefully evaluated model is now being replicated in California, several other New York cities, and Tulsa, Okla. Additional TJ information is available through the National Transitional Jobs Network at www.transitionaljobs.net Ensure Equal Access and Effective Targeting in Workforce Development Programs While most federal investments in workforce development have eligibility criteria that focus on low- income or disadvantaged populations, local implementation of these programs often excludes those with the greatest barriers to employment, including many young black males. For example, regional workforce investment boards that cover multiple jurisdictions may spread available resources across an entire metropolitan region rather than concentrating funds on high -poverty neighborhoods (and the young black men who reside in them) with the greatest needs. At the same time, federal performance standards mandated bythe Workforce Investment Act (WIA) frequently induceworkforce development providers to screen out the hardest to serve, including black males and others with low levels of literary or multiple barriers to employment. Municipal leaders, who have apolicyvoice (often underutilized) on WIA's regional boards, can be forceful advocates on behalf of underserved populations, using their influence and leverage to insist on fair and P City Leadership to Promote Black Male Achievement equal access to workforce development programs. They can also demand accountability for outcomes/ results, pushing for performance management efforts that reward success in working with target groups such asyoung black men and either strengthen or discontinue contracts with underperforming providers. City, officials can look more broadly for resources to support workforce development efforts, pursuing options such as Food Stamp (SNAP) Employment and Training funds and stimulating discussions on creative uses of Temporary Assistance to Needy Families (TANF) funding as part of a larger strategy to prevent early pregnancy and parenting and reduce long-term dependency. Municipal leaders can also look for community partners (e.g., civic groups, local foundations, or chambers of commerce) with an interest in promoting entrepreneurship and better employment opportunities, and then work with them to identifyways of expanding training and resources foryoung black men interested in starting their own businesses or learning new skills. For example, the City of Portland's Economic Opportunity Initiative (EOI) funds community-based organizations that provide financial and/or technical assistance for low- to moderate -income small business owners through its microenretprise program.29 Each project is tailored to specific groups of low-income residents and assists participants — more than half of whom are members of racial or ethnic minority groups — in accessing the technical and legal services, capital, peer support, and mentoring needed for success. Contracted organizations are held accountable for providing appropriately personalized services and increasing the incomes and/or assets of the identified group by 25 percent over three years. Other innovative, community-based models that city leaders may consider scaling up include the UCLA Center for Labor Research and Education's Black Worker Center (BWC), which operates a successful education and training model through its Black Leaders in Green (BLING) Construction Institute.'" BLING partners with black building and construction trade leaders to develop educational curricula that prepare black youth ages 16-25 for careers in green construction. The program aims to develop workers' leadership skills and establish a base for shared understanding and networking among workers, contractors, community partners and university entities that strengthens the workforce pipeline in the black community. Promote Linkages to Foster Core and Juvenile Justice Systems Cross -system approaches are a key to success for all initiatives seeking to meet the needs of disconnected youth. Such integrated strategies are particularly important for young black males who have been involved in the foster care or juvenile justice systems. Innovations such as those developed by the Jim Casey Youth Opportunities Initiative, including its Opportunity Passport, can play a critical role in helping foster youth make successful transitions to independent living and adulthood. Promoting full and fair access to Chafee grants for transitional living support and education can also expand supports available to young black males who are aging out of foster care. For youth coming into contactwith the juvenile justice system, effective diversion and reentry strategies are both essential. Mayors and other city leaders can be catalysts for new juvenile diversion efforts, reaching out to judges and prosecutors and promoting alternatives to incarceration, particularly for nonviolent offenses and first-time offenders. National efforts such as the Annie E. Casey Foundation's Juvenile Detention Alternatives Initiative (JDAI) and the MacArthur Foundation's Models for Change 26 National League of Cities I Institute for Youth, Education and Families initiative can provide valuable research support and linkages to state policy reforms related to diversion efforts. Many city leaders are already working to develop or expand local reentry programs in response to an influx of individuals returning from prison, but it is important to ensure that these efforts include a strong focus on youth and young adults. For example, Boston, Mass., promotes juvenile reentry by helping youth re -enroll in school upon returning from detention facilities. Reduce Employment Barriers for those with a Criminal Record With a disproportionate number of black males reentering communities from prison each year and returning to prison at high rates, cities have become more focused on helping people with criminal records transition into their communities to prevent recidivism. Even with records for minor offenses that occurred a long time ago, these individuals have difficulty securing steady jobs. In response, cities and counties are setting an example by taking steps to reduce obstacles to municipal and county employment. Cities may offer tax credits, bid incentives for city contracts and wage reimbursements for businesses that hire people with criminal records, or establish community benefits agreements and first -source hiring to facilitate reentry. A comprehensive overview of these approaches prepared by the National Employment Law Project in collaboration with the National League of Cities is contained in a 2010 publication, Citer Pave the Way: Promising Reentry Policies that Promote Local Hiring of People with Criminal Records. One very promising approach is reflected in city policies that "ban the box" on initial municipal job applications indicating whether applicants have ever been convicted. Except where state and local laws exclude people with convictions from specific jobs, this approach ensures that criminal records are only taken into account after an applicant has been identified as a serious candidate or deemed "otherwise qualified" for a position. Cities with "ban the boa" measures — including a total of at least 30 cities and counties, including Boston, Mass.; New Haven, Conn.; Chicago, Ill.; Minneapolis, Minn.; and San Francisco, Calif.; — still conduct initial background checks for certain occupations, such as law enforcement or jobs that involve handling money or working with children, the elderly or other special populations. However, these "ban the boar' measures ensure that municipal employers first consider applicants based on their skills. In addition, eight of the cities have extended their "ban the box" policies to include city contractors. By demonstrating their commitment to removing barriers to employment, city officials are then in a stronger position to encourage private employers to overcome their reluctance to hire people with criminal records. [7 City Leadership to Promote Black Male Achievement OW National League of Cities f Institute for Youth, Education and Families Resources The following organizations have developed resources and initiatives that city leaders may find useful in meeting the needs of black men and boys: 2025 Network for Black Men and Boys The 2025 Network for Black Men and Boys is a national collaborative effort of several organizations and individuals. Its mission is to collaboratively develop and implement an initiative for the educational, social, emotional, physical, spiritual, political and economic development and empowerment of black men and boys in the United States. The network is currently housed at the 21st Century Foundation, which seeks to advance strategic black philanthropy aimed at having a positive impact on social and economic issues in the black community. The 2025 Network focuses its work in five key areas: education, fatherhood and families, employment and wealth, health, and criminal justice. The campaign's publication, We Dream a World: The 2025 Vi- sion forBlack Men and Boys, is a call to action to strategically address the problems that hinder black men and boys and outlines a comprehensive agenda of reform to significantly change their life trajectories. To learn more, visit www.2025bmb.org. Association of Black Foundation Executives (ABFE) Established in 1971, ABFE's mission is to promote effective and responsive philanthropy in black communities. ABFE is one of many leaders in the field that have participated in a broad movement to direct more philanthropic dollars to black men and boys. Since 2006, ABFE has partnered with the Open Society Foundations, W.K. Kellogg Foundation, Casey Family Programs, and the California Endowment as a national network of philanthropic institutions supporting grantmaking that improves outcomes for black men and boys. As part of its ongoing efforts to inform the field of philanthropy around effective and responsive grantmaking strategies within black communities, ABFE has begun to track grantmaking in black men and boys initiatives to learn what it takes to successfully advocate internally for this type of focused investment. For more information, visit wwwabfe.org or contact Marcus Walton, director of programs, at mwalton@abfe.org. Black Star Project's Million Father March Founded in 1996, the Black Star Project is committed to improving the quality of life in black and Latino communities of Chicago, Ill., and nationwide by eliminating the racial academic achievement gap. The Million Father March, a signature effort of the Black Star Project, grew out of recognition of the power of male involvement in the education of black students. On the first day of school each year 29 City Leadership to Promote Black Male Achievement since 2004, black fathers, relatives, and significant male caregivers across the country are asked to take children to their first day of school. The Black Star Project also encourages K-12 schools and Head Start and other preschool programs to participate in this event. Additionally, the Black Star Project elicits the support and participation of local school councils, community organizations, parent associations, faith -based organizations, government agencies, elected officials, chambers of commerce and businesses. To learn more, visit www.blacksmTrojcct.org. Campaign for Grade -Level Reading The Campaign for Grade -Level Reading is a collaborative effort by foundations, nonprofit partners, states and communities to move the needle on third grade reading proficiency and address the developmental and academic targets that children need to be successful. The work promotes policies that better coordinate and align services, improve instruction and evaluation, and tackle obstacles to achievement, such as chronic absence and summer learning loss. The campaign aims to make grade - level reading proficiency for all children by the end of third grade a national priority. To learn more, visit www.gradeleveireading.net. Center for Family Policy and Practice (CFFPP) Founded in 1995 as the policy arm of the Ford Foundation's Strengthening Fragile Families Initiative, CFFPP examines the impact of national and state welfare, fatherhood, and child support policy on low-income parents and their children. Its mission is to strengthen society through the expansion of opportunities for low-income parents — mothers and fathers — to protect and support their children. Citing the effects of the Great Recession, hiring practices, and men's inability to access social welfare services, CFFPP's report on Comprehensive Advocacy for Low -Income African American Men and their Communities calls for the provision of holistic services, the dismantling of structural barriers, and the assurance that black men and women be afforded their full economic and social rights so that they can make contributions to their families and communities. To download the report, visit www.cffpp.org/publications/Comp_advoc2cypdf. Center for Law and Social Policy (CLASP) Founded in 1969, CLASP seeks to improve the lives of low-income people by developing and advocating for federal, state and local policies to strengthen families and create pathways to education and work. As a key partner in the 2025 Network for Black Men and Boys, CLASP authored the Networlls report, We Dream a World The 2015 Vuion for Black Men and Boys, which outlines a strategic and ambitious policy agenda for improving outcomes for black men and boys in the areas of health, education, employment, fatherhood and families, and justice. To download the report, visit http://www clasp.org/admin/site/documents/files/2025BMBfulldoc.pdf. 30 National League of Cities I Institute for Youth, Education and Families Children's Defense Fund (CDF) CDF is a nonprofit child advocacy organisation that has worked for more than 35 years to ensure a level playing field for all children. Its Leave No Child Behind° mission is to ensure every child a Heakhy Start, a Head Start, a Fair Start, a Safe Start and a Moral Start in life and successful passage to adulthood with the help of caring families and communities. CDF provides a strong, effective and independent voice for all of the children of America who cannot vote, lobby or speak for themselves. It pays particular attention to the needs of poor and minority children and those with disabilities. CDF educates the nation about the needs of children and encourages preventive investments before they get sick, drop out of school, get into trouble or suffer family breakdown. The Black Community Crusade for Children (BCCC), co -convened by CDF with the late Dr. John Hope Franklin and Dr. Dorothy Height, was launched in 1990. Over the past two decades, BCCC's successes include the CDF Freedom Schools program; the Harlem Children's Zone; youth leadership development programs that have trained 20,000 young leaders; economic empowerment work in 77 "Black Belt' southern counties; and the placed -based policy work of PolicyLink. BCCC has organized to confront a deepening crisis faced by black children and is calling on America to take action. To learn more, visit www.chfldrensdefense.org/programs-campaigns/black-community-crusade-for- children-II/. Collaborative for Building After -School Systems (CBASS) Leaders from six afterschool nonprofit intermediary organizations formed CRASS, a partnership dedi- cated to increasing the availability of quality afterschool programming by building citywide afterschool systems. With funding from CRASS and The Atlantic Philanthropies, Public/Private Ventures (P/PV) conducted a study to identify promising strategies used by afterschool programs to recruit and retain middle and high school -aged black and Hispanic males. The study included a review of relevant litera- ture and interviews with leaders from 10 successful programs identified by CRASS intermediaries. To download the report on Recruitingand Retaining OlderAfricanAmerican and Hispanic Boys inAfier- School Programs, visit www.ppv.org. College Board Advocacy and Policy Center Early in 2010, the College Board issued a report entitled, The Educational Crisis Facing Young Men of Color. This report was the culmination of two years of qualitative research into the comparative and, in some cases, absolute lack of success that males of color are experiencing as they traverse the education pipeline. This research focused on conversations that engaged groups of black, Latino, Native American and Asian American individuals in a series of discourses designed to identify the issues confronting these young men. The findings were a powerful reminder of the disparate educational outcomes of different groups in the United States. The College Board's Educational Experience of Young Men of Color initiative seeks to identify existing — and needed — research around this issue and provide an overview of the legal landscape within which solutions must be developed. To learn more, visit http://youngmenofcolor.collegeboard.org/. a City Leadership to Promote Black Male Achievement Congressional Black Caucus Foundation, Inc. (CBCF) CBCF is a nonprofit, nonpartisan public policy, research and educational institute that aims to help improve the socioeconomic circumstances of blacks and other underserved communities. CBCF's report, Breaking Barriers: Plotting the Path to Academic Success for School-age African American Males, analyzes the social, emotional and cognitive factors that affect black male students' well-being and school success and recommends policies that support educational equity. To download the report, visit wwwcbcfinc.org/images/pdf/breaking_barriers.pdf. Coalition Of Schools Educating Boys Of Color (COSEBOC) The Coalition of Schools Educating Boys of Color (COSEBOC) is a networked learning community of educators, researchers, policymakers and caring adults that is re -imagining and transforming the schooling experience for males of color. COSEBOC supports school leaders with high-quality professional development and works directly with a collaborative network of schools to build a supportive environment for teaching and learning that nurtures success in boys of colon The intended long-term outcome of this coalition will be to fully equip boys of color to achieve academically, socially, and emotionally. These schools will serve as models for the educational community, enabling educators to replicate promising practices. For more information, visit www.coseboc.org. Council of the Great City Schools The Council of the Great City Schools is a coalition of 65 of the nation's largest urban school systems. Its mission is to educate the nation's most diverse student body to the highest academic standards and prepare them to contribute to our democracy and the global community. In October 2011, the Council released a report titled, A CaU for Change: The Social and Educational Factors Contributing to the Outcomes of Black Males in Urban Schools, which focuses on the social and educational factors shaping the outcomes of black males in urban schools and pulls together disparate work on black male achievement. The report examines black male outcomes in the following areas: readiness to learn; black male achievement on the National Assessment of Educational Progress (NAEP), with a specific focus on selected big city school districts; college and career preparedness; school experience; and postsecondary experience. For more information, visit www.cgcs.org/Page/204 or contact Sharon Lewis at slewis@cgcs.org. Grantmakers for Children, Youth, and Families (GCYF) GCYF is a membership association of grantmaking institutions. Its mission is to engage funders across all sectors to continually improve their grantmaking on behalf of children, youth, and families. GCYF's Healthy Men, Healthy Communities (HMHC) initiative is a network of grantmaking institutions committed to increasing the strategic investment of philanthropic dollars to reduce the disproportionarely negative life outcomes for men and boys of color and low-income communities. 32 National League of Cities I Institute for Youth, Education and families Through this initiative, GCYF will serve as a learning and mobilization venue for funders who, regardless of their specific areas of grantmaking, seek to understand how direct service, research, policy analysis, community advocacy, movement building and other field -building tools can impact efforts to achieve long-term social change for men and boys of color and their communities. For more information on HMHC, visit wwwgcyf.org/?HcalthyComrnunities or contact Natacha Blain at nblain@gcyf.org. Kirwan Institute for the Study of Race and Ethnicity Established in 2003, the Kirwan Institute for the Study of Race and Ethnicityat Ohio State University partners with people, communities, and institutions worldwide to think about, talk about, and engage issues of race and ethnicity in ways that create and expand opportunity for all. Through interdisciplinary research and other working partnerships, the Institute aims to deepen the understanding of the causes and consequences of racial and ethnic disparities, in order to stimulate change to bring about a society that is fair and just for all people. With funding from the W.K. Kellogg Foundation, the Institute has been working to expand the knowledge base and academic scholarship on black males. A report on its African-American Male Initiative highlights project activities that include a review of social science literature on black males, interviews with a national advisory board, a project mapping the isolation of black males from opportunities, and a national conference on the ways in which school and prison systems interact to create poor outcomes for black males. To view the report and other Kirwan Institute resources, visit http://resevch.kirwaninstitute.org Knight Foundation Black Male Engagement Challenge In 2011, the John S. and James L. Knight Foundation and the Open Society Foundations' Campaign for Black Male Achievement joined forces to launch the Black Male Engagement Challenge (BME), aimed at demonstrating the existing positive role of black males, celebrating their efforts publicly, creating a BME community by connecting them to each other, and increasing the impact of the community -building efforts in which these men were already engaged. The initiative envisions black men and boys leading in solutions, participating in decision-making and fully engaged in all issues and opportunities affecting their communities. For more information, visit wwwknightfoundation.org/funding-initiatives/black-males-initiative/. National CARES Mentoring Movement The National CARES Mentoring Movement was founded in 2005, in the wake of Hurricane Katrina, as Essence CARES. To engage black male and female mentors, the organization created local CARES Mentor -Recruitment Circles, a collaborative, supportive network of volunteers who train and connect adults to local mentoring programs as well as group mentoring andacademic enrichmentpilot programs in some cities. The mentors that they have recruited now serve more than 125,000 young people as 33 City Leadership to Promote Black Male Achievement role models, tutors, reading buddies and graduation coaches in schools, youth -support organizations and reentry programs. To learn more, visit www caresmentoring.org. Open Society Foundations Campaign for Black Male Achievement The Open Society Foundations launched the Campaign for Black Male Achievement (CBMA) in June 2008 as a multi -issue, cross -fund strategy to address black men and boys' exclusion from economic, social, educational, and political life in the United States. The campaign responds to a growing body of research that reveals the intensification of black males' negative life outcomes. It builds on the foundation's U.S. Programs' mission to support individuals and organizations that nurture the development of a more democratic, just society, as well as the Open Society Foundations' expertise and past work to reduce incarceration, promote racial justice, and support youth engagement and leadership development. Since its launch in May 2008, the campaign has engaged in exploratory grantmaking, philanthropic partnership development, and strategic planning, which has helped narrow its strategic focus to three areas that profoundly shape the life outcomes of black males: education, family and work. The campaign has laid the foundation for work that can create lasting change in the lives of black men and boys in America. Its philanthropic strategy focuses on attaining educational equity, strengthening family structures, and increasing family -supportive wage work opportunities for black men and boys. This municipal action guide was developed with support from the campaign. To learn more, visit www.soros.org/topics/black-m2le-achiewment Promise Neighborhoods Institute at PolicyLink The Promise Neighborhoods Institute at PolicyLink combines the leadership of PolicyLink, the Harlem Children's Zone, and the Centerfor the Study of Social Policy to provide resources andguidance to build and sustain burgeoning Promise Neighborhoods. The Institute, a nonprofit, independent organization, assists Promise Neighborhoods in connecting local resources to wrap children in education, health, and social supports from the cradle -to -college -to -career, and serves as a link to federal, public, and private investors. The Institute also provides Promise Neighborhoods communities with leadership and management coaching, communications strategy, and other resources. With support from Open Society Foundations, the Institute assists federal Promise Neighborhood grantees and other placed -based coalitions that have adopted the Promise Neighborhood model as they incorporate programs to improve outcomes for black men and boys into their comprehensive strategies for community revitalization. To learn more, visit www.promiseneighborhoodsinstitute.org 34 National League of Cities I Institute for Youth, Education and Families Robert Wood Johnson Foundation Forward Promise Initiative Forward Promise, a new initiative of the Robert Wood Johnson Foundation, is focused on promoting opportunities for the health and success of middle- and high-school aged young men of color. This initiative focuses on "opportunity factors" that can play a critical role in helping young men grow up healthy, get a good education and find meaningful employment. For the first phase of this project, the foundation sought the best ideas to help these young men succeed in life, school and work, in recognition of the hurdles that many face in their efforts to do so. These ideas will be used to identify promising programs, policies and approaches to evaluate what works, and spread successful models to communities that need them. For more information, visit www.rwjforg/vulnerablcpopulations/product.jsp?id=72888. Schott Foundation for Public Education Founded in 1991, the Schott Foundation for Public Education's mission is to develop and strengthen a broad-based and representative movement to achieve fully resourced, quality preK-12 public education. The foundation's report, Yes We Can, The Schott SO State Report on Public Education and Black Males, shows that only 47 percent of black males graduated from high school in 2007-08. It also highlights communities, school districts and states that are doing relatively well in their efforts to enhance opportunity and raise achievement levels for black male students. To view the report, visit http://blackboysreport.org. 35 City Leadership to Promote Black Male Achievement Notes U.S. Census Bureau, 2010 American Community Survey, Detailed Tables, generated using American FactFinder, http://factfinder2.census.gov/facestnav/jsf/pages/indexxhtml. 2 U.S. Census Bureau, 2010American Community Survey, Detailed Tables, generated using American FactFinder, http://factfinder2.census.gov/faces/nav/jsf/pages/index.xhtml. s U.S. Census Bureau, Current Population Reports, P60-239, Income, Poverty and Health Insurance Coverage in the United Stater: 2010, U.S. Government Printing Office, Washington, DC, 2011, http://www.census.gov/prod/201 1pubs/p60-239.pdf. 4 Children's Defense Fund, Portmitoflnequality2011: Black Children in America, 2011, http://www. chadrensdefense.org/chf d-research-data-publications/data/portrait-of-inequality-2011.pdf. KIDS COUNT, Data Snapshot on High -Poverty Communities, 2012, http://wwwaccf.orgl-/ media/ Pubs/In itiatives/ KIDS %2000UNT/D/DataSnapsh otonHighPovertyCom m un ities/ KIDSCOUNTDataSnapshot_HighPovertyCommunities.pdf. Sharon Lewis, et al.,A Callfor Change.• 7heSocial andFducational Factors Contributingto the Outcomes ofBlack Males in Urban Schools, Council of the Great City Schools, 2010, http://cgcs.schoolwires. nedcros/lib/DC00001581/Centricity/Domain/58/Call_For_Change.pdf. 7 Schott Foundation for Public Education, Yes We Can: The 2010 Schott 50 State Report on Black Males in Public Education, 2010, http://blackboysrepartorg/bbreport.pdf. s Sharon Lewis, et al.,A Callfor Change. • The Social andEducational Factors Contributingto the Outcomes of Black Maks in Urban Schools, Council of the Great City Schools, 2010, hap://cgcs.schoolwires. net/cros/lib/DC00001581/Centricity/Domain/58/Call_For_Change.pdf. s The Centers for Disease Control and Prevention, Leading Causes ofDeath by Age Group, BkckMa/es- United States, 2007, http://www.cdc.gov/men/Icod/2007/BlackMalcs2007.pdf. 10 Shaun R. Harper, Black Mak Student Success in Higher Education: A Report from the National Black Mak Co&ge Achievement Study, University of Pennsylvania, Center for the Study of Race and Equity in Education, 2012, haps://wwwgse.upenn.edu/equity/sites/gse.upenn.edu.cquity/files/ publications/bmss.pdf; Also, see Children's Defense Fund, Portrait oflnequa/ity 2011: Black Children in America, 2011, http://wwwchfdrensdefense.org/chila-research-data-publications/data/portrait- of-inequality-2011.pdf and Simon Robers, et. al, Indicators of School Crime and Safeiy: 2011(NCES 2012-002/NCJ 236021), National Center for Education Statistics, U.S. Department of Education, and Bureau of Justice Statistics, Office of Justice Programs, U.S. Department of Justice, Washington, DC, http://noes.ed.gov/pubs20l2/2012002.pdf. "John A. Powell, "Post -Racialism orTargeted Universalism?," Denver University Law Review 86 (2009): 785-806 (http://www2.ohchr.org/english/bodies/hrcouncil/minority/docs/session3/statements/Post Racial ismTargetedUn iversalismbyJohnPowell.pdf). 36 National League of Cities J Institute for Youth, Education and Families "John A. Powell, "Obama's Universal Approach Leaves Many Excluded," Huffington Post, DM 11, 2009, http://wwwhuffingtonpost.com/john-a-powelYobamas-universal-approwh_b_389147.html. 13 National Neighborhood Indicators Partnership, Urban Strategies Council Provider Analysis to African American Male Achievement Initiative, 2010-2012, http://www.neighborhoocLincticators.org/ activities/parmer/urban-strategies-council-provides-analysis-african-american-male-achiev 14 Sara McLanahan, et. al, StrengtheningFragileFamikes, The Future of Children, Princeton University, 2010, http://futureofchildren.org/futureofchildren/publications/docs/20_02_PolicyBriefpdf. 15 Committee For Economic Development, Unfinished Business: Continued Investment in Child Care and Early Education is Critical to Business and America's Future, 2012, http://www.ceci.org/images/ contendissues/earlyeducation/UnfinishedBusinessLO.pdf. 16The Annie E. Casey Foundation, America's Children, Americas Challenge: Promoting Opportunity for the Nexx Generation, KIDS COUNT Data book, 2011, http://datacenter.kidscount.org/ databook/2011/OnlineBooks/2011 KCDB_FINAL.pdf. 17 National Fatherhood Initiative, 7he Father Factor: Data on the Consequences of Father Absence, http:// www.fatherhood.org/page.aspx?pid=403. la Sara McLanahan, et. al, StrengtheningFragileFamilkes, The Future of Children, Princeton University, 2010, http://futureofchildren.org/futurcofchHdren/publications/docs/20_02_PolicyBricf pdf. 19 For more information, visit the Nurse -Family Partnership website: http://www.nursefamilypa.rtnership.org/. w Parents as Teachers, Fatherhood Toolkit, http://www.parentsasteachers.org/resources/promoting- responsible-fatherhood/fatherhood-toolkit. " Bigger, Bolder Approach to Education, BBA Bibliography, http://www.boldapproach.orgtuploads/ Annotated_BSA_Bibliographypdf; Also, see Paul E Barton and Richard J. Coley, Parsing the Achievement Gap II, Policy Information Report, Princeton: Educational Testing Service, 2009. ss Kasey Wiedrich, Stephen Crawford, and Leigh Tivol, Assets 6. Opportunity Special Report. The Financial Security of Households with Children, CFED, 2010, http://ded.org/knowledge_penter/ research/financial_security_of households with children/. '5J. B. Grossman and J. E. Rhodes, "The Test of Time: Predictors and Effects of Duration in Youth Mentoring Relationships," American journal of Community Psychology 30 (2002): 199-219. 79 NAACP Legal Defense Fund, School to Prison Pipeline, http://www.n2acpldf.org/case/school- prison-pipelinc; Also, see U.S. Department of Education, Secretary Duncan, Attorney General Holder Announce Effort toRespondto School -to I'risonPipelinebySupportingGoodDisciplinePractices, July 21, 2011, http://www.ed.gov/news/press-releases/secretary-duncan-attorney-general-holder-announce- effort-respond-school-prison-p. �5 To learn more, visit the Advancement Project website at http://www.advancementproject.org. 37 City Leadership to Promote Black Male Achievement 36 Attendance Works, Reducing Chronic Absence Starting in the Farly Grade: An Essential Igredient for Promoting Success in School, 2011, http://wwwattendanceworks.org(wordpres-Iwp-content/ uploads/2011 /06/ATTworksToolkit—FINAL.pdf. 27Metropolitan Nashville Public Schools, 7heAcademies ofNashviUe, http://www.mnps.org/Page68146. aspx. 19 Cindy Redcross, et. al, More Than a job: Final Res ults from the Evaluation for the Centerfor Employment Opportunities (CEO) TrasnitionalJob Program, 2011, Washington, DC: Office of Planning, Research and Evaluation, Administration of Children and Families, U.S. Department of Health and Human Services, http://www.mdrc.org/publications/616/full.pdf. �9 Portland Development Commission, Economic Opportunity Initiative — Workforce Development, http://wwwpdc.us/for-residents/coLaspx; Also, see Portland Development Commission, Economic Opportunity, http://wwwpordandonline.com/phb/index.dm?a=326743&c=52523. 3o Center for Labor Research and Education at the University of California, Los Angeles, LorAngeles Black Worker Center, http://www.labor.ucia.edu/programs/blackworlwrcenrer.html. RI; NATIONAL 1W LEAGUE INSTITUTE FOR YOUTH, of CITIES EDUCATION & FAMILIES 1301 Pennsylvania Avenue, N.W., Suite 550 Washington, DC 200041763 (202) 626-3000 VVWW.nlc.org/'iyef Previously disbtributed 8/28/14 Info Packet LIPl-13-14 6 nj CITY OF IOWA CITY MEMORANDUM Date: August 19, 2014 r i' To: Geoff Fruin, Assistant City Manager From: Stefanie Bowers, Equity Director t Re: 2013 Equity Report Please see attached the 2013 Equity Report as requested by Council in Resolution No. 13-217. eq•ui•ty:1' a-kwe-tel 1. Just and fair inclusion. An equitable society is one in which all can participate and prosper. The goals of equity must be to create conditions that allow all to reach their full potential. In short, equity creates a path from hope to change. Prepared by: Stefanie Bowers Equity Director City of Iowa City 410 E. Washington Street Iowa City, IA 52240 Please send any comments concerning the 2013 Equity Report to humanrights@iowa-city.org The definition of equity is from Policy Link. Policy Link is a national research and action institute that advances economic and social equality For more information please visit wwwpolicylink.org. SECTION I: INTRODUCTION.............................................................................................................................2 BACKGROUND................................................................................................................................................... 3 CITY COUNCIL MEMBERS & STRUCTURE............................................................................................................. 5 TERMINOLOGY................................................................................................................................................... 6 DEMOGRAPHICS................................................................................................................................................ 8 SECTION II: ANALYSIS OF REPORTS....................................................................................................................13 HUMAN RIGHTS COMMISSION..........................................................................................................................14 POLICE DEPARTMENT........................................................................................................................................17 HUMAN RESOURCES.........................................................................................................................................30 CITIZENS POLICE REVIEW BOARD.......................................................................................................................37 DEMOGRAPHICS OF BOARDS & COMMISSIONS.................................................................................................39 SECTION III: CURRENT INITIATIVES....................................................................................................................42 JUVENILE JUSTICE SYSTEM IMPROVEMENT PROJECT.........................................................................................43 ST. AMBROSE STUDY ON POLICE TRAFFIC STOPS...............................................................................................45 WORKFORCE EQUITY........................................................................................................................................46 INTERNATIONAL STUDENT OUTREACH..............................................................................................................48 WEBREDESIGN.................................................................................................................................................48 COMMUNITY OUTREACH..................................................................................................................................48 SECTION IV: FUTURE INITIATIVES.......................................................................................................................50 ACTIONPLAN....................................................................................................................................................51 ACTION PLAN FOR POLICE DEPARTMENTTO REDUCE RACIAL/ETHNIC DISPARITY..............................................53 CONCLUSION....................................................................................................................................................55 APPENDICES......................................................................................................................................................56 1: HUMAN RIGHTS COMMISSION ANNUAL REPORT FY 13.............................................................................57 2: POLICE DEPARTMENT TRAFFIC STOP DEMOGRAPHICS BY AGE, RACE AND SEX...........................................67 3: POLICE DEPARTMENT YOUTH REPORT......................................................................................................69 4: POLICE DEPARTMENT SCHOOL VISIT REPORT............................................................................................78 5: POLICE DEPARTMENT SCHOOL INCIDENT LOCATION REPORT....................................................................89 6: POLICE DEPARTMENT ARREST REPORT BY CHARGE, RACE, GENDER AND AGE..........................................133 7: POLICE DEPARTMENT INCIDENT BASED REPORTING REPORT...................................................................194 8: POLICE DEPARTMENT DISCIPLINE SUMMARY REPORT.............................................................................195 9: HUMAN RESOURCES DEPARTMENT EEO4 REPORT SURVEY YEAR 2013 ....................................................206 10: HUMAN RESOURCES DEPARTMENT EMPLOYEE STATISTICS.....................................................................213 11: POLICE CITIZENS REVIEW BOARD ANNUAL REPORT FY 13........................................................................223 12: DIVERSITY IMPLEMENTATION FORM (DIF) AS OF 7/15/14.......................................................................227 City of Iowa City 1 S_ Equity Report SECTION I: Introduction Background City Council Members & Structure Terminology Demographics BACKGROUND On May 15, 2012 the Council passed a resolution of intent to establish an ad hoc committee to study City law enforcement and transportation operations as they relate to minority populations with a view toward promoting just and harmonious interaction between local government and minority segments of the community. On June 19, 2012 the Council passed a resolution establishing the Ad Hoc Diversity Committee.' DIVERSITY COMMITTEE MEMBERS: Bakhit Bakhit (resigned 1/31/13) Kingsley Botchway, Chair Joe Dan Coulter Donna Henry (resigned 9/17/12) LaTasha Massey -DeLoach (started 9/24/12 replacing Donna Henry) Cindy Roberts (Vice Chair) Orville Townsend, Sr. Joan Vanden Berg The Diversity Committee held 22 meetings from September 2012 -March 2013 and hosted several public information gathering sessions that specifically sought input from historically underrepresented groups in the community including persons of color and individuals from the immigrant community. The public information gathering sessions were held at the Iowa City Public Library, Pheasant Ridge Neighborhood Center, West High School, Hy -Vee (Waterfront location), City High School, and The Spot2. The Diversity Committee also did outreach to minority youth in the area to get a better understanding of their views and beliefs concerning City operations with emphasis on the Police Department and Transportation Services. In addition, the Diversity Committee spoke with staff of City Departments and Divisions to discuss City policies, services, operations and programs. The City Manager, City Attorney, and City Clerk, staffed the meetings. The Diversity Committee concluded that the City could improve its services, programs and operations as they relate to minority populations and developed a set of recommendations for the Council to consider. One of the recommendations requested the City to provide an annual report to the Council and the public on the status of law enforcement, public transportation, and other City services or programs as these services relate to the needs and concerns of the City's racial/ethnic minority, immigrant, juvenile, elderly, disabled, poor, veteran, and other special populations. The Diversity Committee's last meeting was held on March 4, ' Source: Resolutions 12-260 & 12-320. 2 See https://www.facebook.com/pages/The-Spot/214255521969364. City of Iowa City Equity Report 2013. The recommendations were presented to the Council in a March 7, 2013 Information Packet and at a Council Work Session held on April 9, 2013.3 City staff reviewed and offered feedback on the recommendations from the Diversity Committee as requested by the Council. Council accepted staff recommendations on June 18, 2013 and requested that staff provide the Council with annual updates regarding progress on the recommendations as adopted and produce an annual report on equity. The recommendations are outlined in the Diversity Implementation Form or DIF. The DIF is reviewed and updated quarterly by the DIF Team ° The DIF Team includes representation from the following departments: Police, City Attorney, City Clerk, City Manager, Transportation Services, Human Rights and Communications. The reports approved by Council for staff to include in the annual Equity Report are: the Human Rights Commission Annual Report, the Police Department Traffic Stop Demographics by Age, Race and Sex, the Police Department Youth Report, the Police Department School Visit Report, the Johnson County Incarceration Report,5 the Police Department School Incident Location Report, the Police Department Arrest Report by Charge, Race, Gender, and Age, the Police Department Incident Based Reporting Report, the Police Department Discipline Summary Report, the Human Resources Department EEO4 Report, the Human Resources Department Employee Statistics, and the Police Citizens Review Board Annual Report. 6 All reports provide data from the calendar year 2013 unless otherwise noted. 3 Source: Resolution No. 13-217. ° Source: Resolution No. 13-217. 6 This report was replaced with the Iowa City Police Department Arrest Report by Charge, Race, Gender and Age (January 1, 2013 -December 31, 2013). The Johnson County Incarceration Report references all law enforcement agencies within Johnson County. 6 Based on a recommendation from the Ad Hoc Diversity Committee the Police Citizens Review Board name was changed in the fall of 2013 to Citizens Police Review Board. This report will hereinafter refer to it as the Citizens Police Review Board or the CPRB. CITY COUNCIL MEMBERS & STRUCTURE Iowa City is governed by an elected Council of 7 members: 4 Council members at large and 3 District members .7 As a body of elected officials the Council establishes local laws, sets policy, approves programs, and appropriates funds. As elected representatives, the Council is responsible to all of the residents of Iowa City, and as such devotes its energies to making decisions which are in the best interest of the public welfare. Each Council member serves a four-year term, while the Mayor is elected by the Council from within its membership and serves a two-year term. The organizational structure of the city government is of the City Council -City Manager form. Library Board Library Residents of Iowa City City Council CityI F1 M City nager City Clerk Attorney Assistant City Manager J Airport The Council appoints the City Manager, City Attorney and City Clerk. The City Manager is the chief administrator for the City. The City Manager implements policy decisions of the Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the official conduct of City employees including their training, compensation, reclassification, discipline and discharge.8 7 Pictured this page 2014 City Council (L to R) front row: Kingsley Botchway (At -large), Matt Hayek (Mayor), Jim Throgmorton (District C), Rick Dobyns (District A). Second row: Susan Mims (Mayor Pro Tem), Terry Dickens (District B), Michelle Payne (At -large). B Source: City of Iowa City Council Candidate Handbook, May 2013; Strategic Plan Report, 2012-2013. TERMINOLOGY Cultural Competency: Is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals that enables effective work in cross-cultural situations. 'Culture' refers to integrated patterns of human behavior that include the language, thoughts, communications, actions, customs, beliefs, values, and institutions of racial, ethnic, religious, or social groups. 'Competence' implies having the capacity to function effectively as an individual and an organization within the context of the cultural beliefs, behaviors, and needs presented by consumers and their communities.9 Diversity: Refers to human qualities that are different from our own and those of groups to which we belong; but that are manifested in other individuals and groups. Dimensions of diversity include but are not limited to: age, ethnicity, gender, physical abilities/qualities, mental abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, parental status, religious beliefs, work experience, and job classification. Diversity as a concept focuses on a broader set of qualities than race and gender. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees.10 Ethnic Group: A group of people who share a common religion, color, or national origin. Irish - Americans, Mexican -Americans, German -Americans, Italian -Americans, Hindus, Moslems, and Jews are examples of ethnic groups. Some members of ethnic groups participate in the customs and practices of their groups, while others do not." Inclusive Community: Does everything that it can to respect all its residents, gives them full access to resources, and promotes equal treatment and opportunity. 12 Minority: The smaller part of a group; a group within a country or state that differs in race, religion or national origin from the dominant group. According to Equal Employment Opportunity Commission guidelines, in the United States minority is used to mean four particular groups who share a race, color or national origin. These groups are: • American Indian or Alaskan Native. A person having origins in any of the original peoples of North America, and who maintain their culture through a tribe or community; 9 Citing: Toward a Culturally Competent System of Care, Cross, T. et al (1988, 1989). 10 Citing: http://hr.fhda.edu/diversity/. 11 Citing: http://www.archives.gov/eeo/terminology.htmi. 12 Citing: http://ctb.ku.edu/en/table-of-contents/culture/cultural-competence/inclusive-communities/main. • Asian or Pacific Islander. A person having origins in any of the original people of the Far East, Southeast Asia, India, or the Pacific Islands. These areas include, for example, China, India, Korea, the Philippine Islands, and Samoa; • Black (except Hispanic). A person having origins in any of the black racial groups of Africa; • Hispanic. A person of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish culture or origin, regardless of race. 13 Race: The term race refers to the concept of dividing people into populations or groups on the basis of various sets of physical characteristics (which usually result from genetic ancestry). 14 13 Citing: http://www.archives.gov/eeo/terminology.htmi. 14 Citing: http://www.diffen.com/difference/Ethnicity_vs_Race. 7City of Iowa City Equity Report IOWA CITY DEMOGRAPHICS POPULATION, SEX & AGE Iowa City's population was 67,862 in 2010.15 The estimated population for 2013 was 71,591.16 The median age in 2010 in Iowa City was 25. There were slightly more females (50.3%) residing in Iowa City in 2010 than males. 17 BREAKDOWN OF AGE18 Under 5 4.6% 5 to 9 3.7% 10 to 14 4.2% 15 to 19 12% 20 to 24 24.2% 25 to 34 16.5% 35 to 44 8.8% 45 to 54 9.9% 55 to 59 4.3% 60 to 64 3.8% 65 to 74 4.2% 75 to 84 2.5% 85 &Over 1.5% 30 25 20 15 10 5 0 C5 o yb ,moi ,tib ,fib bb yb yoi �b 1b �b zt PLACE OF BIRTH The number of Iowa Citians born outside the United States was estimated at 7,814 persons or 11.4% between the years of 2008-2012. Of this number 1.26% were born in Europe, 6% in Asia, 2% in Africa and 1.88% in Latin America.19 LANGUAGE SPOKEN AT HOME Over 16% of the Iowa City population spoke a language other than English at home from 2008- 2012. Asian and Pacific Islander languages were the highest at 5.19%, Spanish second at 4.79%, other Indo-European languages was third at 4.10%, followed by other at 2.37%.20 16 Source: US Census 2010 Data. 16 Source: Iowa City, Iowa QuickFacts from the US Census Bureau 2014. 17 Based on ACS 2008-2012 Data. 18 Based on ACS 2008-2012 Data. 19 Source: US Census 2008-2012 Data. 20 Based on ACS 2008-2012 Data. City of Iowa City Equity Report EDUCATIONAL LEVEL The percentage of persons 25 years of age or older with a high school diploma or higher is 95.6% in Iowa City. The percentage of persons 25 years of age or older with a Bachelor's Degree or higher is 58.5% in Iowa City. Statewide, the percentages are estimated at 90.7% & 25.3% respectively. 21 VETERAN & DISABILITY STATUS 2,842 veterans resided in Iowa City from 2008-2012. Individuals with disabilities were numbered at 5,218 or 7.7% of the Iowa City population from 2008-2012.22 SOCIAL CHARACTERISTICS 23 RACE & ETHNICITY In 2010, 82.5% of Iowa City's population identified as White, 5.8% Black or African American, 0.2% American Indian and Alaska Native, 6.9% Asian, 0% Native Hawaiian and Pacific Islander, 2.5 % individuals of two or more races24, and 5.3% Hispanic or Latin 0.25 Race & Ethnicity ■ White ■ Black ■American Indian and Alaska Native ■Asian ■ Native Hawaiian and Pacific Islander ■ Two or More Races ■ Hispanic or Latino 5.8% 21 Source: US Census Bureau. American Factfinder 2008-2012 Data. 22 Based on ACS 2008-2012 Data & Iowa City, Iowa QuickFacts from the US Census Bureau 2014. 23 Source: US Census Bureau. American Factfinder 2008-2012 Data. 24 Individuals who chose more than one of the six race categories are referred to as the Two or more races population, or as the group who reported more than one race. For example, respondents who reported they were "White and Black or African American' or "White and American Indian and Alaska Native and Asian' would be included in the Two or more races category. Citing http://www.census.gov/prod/2001pubs/c2kbr01- 6.pdf. 25 Source: US Census 2010 Data. Iowa City State of Iowa Married Couple Family 33.4% or 9,116 52% or 635,714 Average Household Size 2.24 2.41 Average Family Size 2.87 2.96 Householder Living Alone 35.6% 28.6% RACE & ETHNICITY In 2010, 82.5% of Iowa City's population identified as White, 5.8% Black or African American, 0.2% American Indian and Alaska Native, 6.9% Asian, 0% Native Hawaiian and Pacific Islander, 2.5 % individuals of two or more races24, and 5.3% Hispanic or Latin 0.25 Race & Ethnicity ■ White ■ Black ■American Indian and Alaska Native ■Asian ■ Native Hawaiian and Pacific Islander ■ Two or More Races ■ Hispanic or Latino 5.8% 21 Source: US Census Bureau. American Factfinder 2008-2012 Data. 22 Based on ACS 2008-2012 Data & Iowa City, Iowa QuickFacts from the US Census Bureau 2014. 23 Source: US Census Bureau. American Factfinder 2008-2012 Data. 24 Individuals who chose more than one of the six race categories are referred to as the Two or more races population, or as the group who reported more than one race. For example, respondents who reported they were "White and Black or African American' or "White and American Indian and Alaska Native and Asian' would be included in the Two or more races category. Citing http://www.census.gov/prod/2001pubs/c2kbr01- 6.pdf. 25 Source: US Census 2010 Data. INCOME The median household income from 2008-2012 was at $42,220 (State of Iowa $51,129).26 Individuals below the poverty level from 2008-2012 was at 27.9% (State of Iowa 12.2%).27 MEDIAN HOUSEHOLD INCOME BY RACE & ETHNICITY 28 RACE IOWA CITY IOWA U.S. Black $19,233 $26,607 $35,564 American $22,214 $29,484 $37,469 Indian, Alaska Native Ssian 1$37,375 $57,596 White $44,163 $52,137 $56,203 Native $22,214 Hawaiian & Other pacific Islander Hispanic or $44,319 $38,780 $41,994 Latino LOW & MODERATE INCOME AREAS The following table presents information regarding low and moderate income (LMI) persons in Iowa City. LMI persons, as determined by The Department of Housing and Urban Development (HUD), have incomes at or below 80% of the median family income (MFI).29 HUD defines an LMI census tract or block group as one in which 51% or more of the population have incomes of 80% or less of the MFI. According to these criteria, 13 of the city's populated census block groups qualify as LMI areas. In Iowa City, the number of LMI persons includes university students who are living away from home while attending college (i.e., living in Iowa City for the purpose of attending college). The census counts these individuals in the location of their "usual residence." Usual residence is the place where a person lives and sleeps most of the time. This place is not necessarily the same as the person's voting residence or legal residence. Also, non -citizens who are living in the U.S. are included, regardless of their immigration status.30 Details on the LMI status of each census block group appear in the following tables.31 26 Among communities where college students make up at least 10 percent of the population, median household income would be 6 % higher on average if student households were excluded. Source: AStudy in Poverty, or How College Towns Skew Census Data. See http://www.policybiognh.org for further information. 27 Source: US Census Bureau. American Factfinder 2008-2012 Data. 28 Based on ACS 2008-2012 Data. 29 Iowa City FY 15 Annual Action Plan Neighborhood and Development Services. 30 Iowa City FY 15 Annual Action Plan Neighborhood and Development Services. 31 Iowa City FY 15 Annual Action Plan Neighborhood and Development Services. City of Iowa City Equity Report LOW/MODERATE INCOME PERSONS BY BLOCK GROUP, 2009 Census Block Tract Group Number of LMI Persons Percent LMI Persons Census Tract Block Group Number of LMI Persons Percent LMI Persons 1 (part) 1 684 28% 15 2 448 38.8% 1 (part) 2 916 46% 16 1 2,874 81.6% 4 (part) 1 2,886 54.3% 16 2 2,747 96.7% 5 (part) 1 0 0% 17 (part) 1 340 35% 5 (part) 2 2,449 42.2% 17 (part) 2 279 38.4% 6 1 2,163 71.1% 17 (part) 3 691 56.2% 11 1 1,191 74% 18 (part) 1 2,184 57% 11 2 1,534 84.1% 18 (part) 2 1,866 57.4% 12 1 241 28.3% 21 1 27 100% 12 2 326 32.5% 21 2 1,091 90.3% 13 1 315 17.7% 23 1 354 40.1% 13 2 284 20.5% 23 2 796 50.7% 14 (part) 1 177 26.5% 23 3 0 0% 14 (part) 2 519 31.7% 104 (part) 4 699 60.5% 14 (part) 3 866 39% 105 (part) 1 188 23.4% 15 1 760 52% Iowa City -- 29,895 53.2% Note: Data includes all city residents .32 32 Source: US Department of Housing and Urban Development as appeared in Iowa City FY 15 Annual Action Plan Neighborhood and Development Services. Population by Race, Hispanic Origin by Census Tract, 2010 Am. Indian/AlaskanI Asian/Pacific I I PersonsofTwo I Persons of Census I Total 1(part 1 5,816 4,846 83.3% 172 3.0% 12 0.2% 358 6.2% 262 4.5% 166 2.9% 526 9.0% 4(pa rt) 6,566 4,167 63.5% 704 10.7% 14 0.2% 1,394 21.2% 82 1.2% 205 3.1% 208 3.2% 5(part) 6,134 4,929 80.4% 307 5.0% 15 0.2% 657 10.7% 70 1.1% 156 2.5% 249 4.1% 6 3,001 2,322 77.4% 171 5.7% 7 0.2% 402 13.4% 29 1.0% 70 2.3% 109 3.6% 11 3,934 3,577 90.9% 77 2.0% 9 0.2% 155 3.9% 28 0.7% 88 2.2% 140 3.6% 12 1,928 1,830 94.9% 26 1.3% 4 0.2% 39 2.0% 10 0.5% 19 1.0% 59 3.1% 13 3,006 2,753 91.6% 74 2.5% 6 0.2% 73 2.4% 31 1.0% 69 2.3% 76 2.5% 14 !part) 4,587 3,988 86.9% 329 7.2% 18 0.4% 103 2.2% 44 1.0% 105 2.3% 146 3.2% 15 2,553 2,304 90.2% 126 4.9% 9 0.4% 35 1.4% 17 0.7% 62 2.4% 73 2.9% 16 7,267 6,631 91.2% 139 1.9% 14 0.2% 288 4.0% 51 0.7% 144 2.0% 221 3.0% 17 !part) 2,814 2,480 88.1% 153 5.4% 1 0.0% 35 1.2% 57 2.0% 88 3.1% 144 5.1% 18 Block 4,601 3,216 69.9% 736 16.0% 6 0.1% 218 4.7% 281 6.1% 144 3.1% 529 11.5% 18 Block 3,790 2,490 65.7% 634 16.7% 12 0.3% 210 5.5% 291 7.7% 153 4.0% 632 16.7% 21 3,784 3,299 87.2% 102 2.7% 4 0.1% 271 7.2% 24 0.6% 84 2.2% 159 4.2% 23 4,510 3,943 87.4% 92 2.0% 7 0.2% 330 7.3% 48 1.1% 90 2.0% 176 3.9% 104 (part) 475 376 79.2% 28 5.9% 1 0.2% 3 0.6% 51 10.7% 16 3.4% 120 25.3% 105 (part) 3,096 2,853 92.2% 42 1.4% 5 0.2% 137 4.4% 19 0.6% 40 1.3% 60 1.9% Iowa city 67.862 56.004 82.5% 3.912 5.8% 144 0.2% 4.708 6.9% 1.395 2.1% 1.699 2.5% 3.627 5.3% Source: U.S. Census 2010 Summur✓ ;City of Iowa City Equity Report SECTION II: Analysis of Reports Human Rights Commission Police Department Human Resources Citizens Police Review Board Demographics of Boards & Commissions 13 7City of Iowa City Equity Report HUMAN RIGHTS COMMISSION The Iowa City Council established the Human Rights Commission on August 20, 1963. Original members were Moni Constantino, Reverend Father Lawrence Soem, Emit Trott, S. Strauss, Helen Lemme, Irene Kenney, and Richard Sidwell. Iowa City was the third city in Iowa to create a board to specifically look at unfair treatment and discrimination. The City of Des Moines established the first Commission in the state of Iowa in 1955 followed by Davenport in 1962.33 Currently the Commission is a 9 member advisory board to the Council. The Commissioners, all committed to civil rights, reflect a broad cross section of the community, thus ensuring diversity of ideas and interests.34 In the appointment process consideration is given to individuals of various racial, religious, cultural, social and economic groups within the City. The Commission educates the public on illegal discrimination, and provides the enforcement necessary to further the goals of the Human Rights Ordinance .35 Commission staff investigates complaints alleging discrimination in violation of the Human Rights Ordinance. The Commission staff includes 1 full-time Human Rights Coordinator and 1 full-time Human Rights Investigator. Commission staff also provides learning experiences to University of Iowa College of Law students each semester in the form of internships. 33 Source: Council Minutes Regular Meeting of September 3, 1963. 34 FY 14 Human Rights Commission Annual Report will be available for viewing in the fall of 2014. 35 Source: Human Rights Ordinance (Title 2 City Code). FY 13 COMPLAINTS BY AREA OF DISCRIMINATION 30 25 20 ■ Credit (1) 15 ■ Education (0) ■ Employment (27) 10 ■ Housing (4) 5 ■ Public Accommodation (20) 0 Employment is the area most cited for where the alleged discriminatory conduct took place with a total of 27 filed complaints in FY 13. Public Accommodation followed with 20, Housing with 4, and Credit with 1. In FY 12 Employment (30) was also the most cited area for the alleged discrimination followed by Housing (14), Public Accommodation (12), and Education (0). In FY 13 the reason for the alleged discriminatory treatment is most often cited as race at 21, followed by disability at 15, and sex at 14. In FY 12 the reason most cited for the alleged discriminatory treatment was disability (22), followed by race (19), and age (15). FY 12&FY 13 COMPLAINTS BY REASON FOR DISCRIMINATION 25 20 15 10 5 ■ FY13 0 ■ FY12 QaO L°�°t eea .�•a �J`' �`'`a �J`' . � eok eon a°e, No No C} \yaw Z b`'a O .�.a t� �a ca wy 5o Q- z� �z �P w�• QJ 7City of Iowa City Equity Report FY 13 COMPLAINT RESOLUTIONS Of the 52 complaints filed in FY 13, 5 were mediated, 9 were found to have no probable cause, 9 were administratively closed, and 3 were closed for lack of jurisdiction. Not all complaints filed within FY 13 were resolved by the end of that fiscal year creating the difference in numbers between those opened and closed. In FY 12 there were 59 complaints filed. FY 13 COMPLAINANT DEMOGRAPHICS 36 National Origin: Age: American 6 Over 21 21 Chilean 1 Over 60 8 Honduran 1 2 Belgian 1 Sexual Orientation: Sex: Homosexual 1 Female 15 Male 19 Marital Status: Disability: 6 Single 2 Race/Ethnicity: White 16 Black/African-American 13 American Indian 1 Hispanic 3 Asian 2 36 This information is provided voluntarily; therefore not all complainants provide the information requested. Those who do may not answer all questions, resulting in the responses not equaling total number of complaints filed. POLICE The Police Department responds to citizen -generated requests for service; investigates reports of criminal offenses and provides tours, talks, and various public/community relations services. The Department consists of two divisions: Administrative Services Administrative Services is responsible for the Records Division, Computer Operations, Planning and Research, Training and Accreditation, Evidence Custodian, School Crossing Guards, budgetary fiscal management, and vehicle fleet. Field Operations Field Operations includes the Patrol and the Investigative Divisions. The largest section within the department is Patrol and each of the three shifts is led by a Watch Commander. The Investigative Unit is responsible for preparing criminal cases for prosecution that the Patrol Division refers or does not have time to devote adequate follow-up. Subsections of the Investigative Unit include Street Crimes Action Team (SCAT) and Narcotics Task Force Officers.37 COMMUNITY OUTREACH The Police Department initiates various community engagement activities. One such activity to promote positive community relationships is to make visits to local schools. The above chart outlines area schools that Day Watch Patrol Officers visited in 2013. Officers are encouraged to interact with students during these visits. A total of 312 school visits occurred. Southeast Junior High had the most community engagement with Day Watch Patrol Officers at 55 total visits, followed by West High School at 31. Tate High and Roosevelt Elementary had the least visits at 8 and 9 respectively.38 60 50 40 30 20 10 0 CtiN e�oc c\ot a�� �c �<1 4` oo,�t `owl` \\0S� J`ip`' acL` ,��'� ��� Hayti a� rpt ooa acc \<N�e oe� Sr` Jtir �� �� roc �0 50 37 Source: City of Iowa City Council Candidate Handbook, May 2013. 38 The Police Department's diversity related engagements, activities and meetings within the last year are noted in the DIF. CALLS FOR SERVICE JUNIOR & SENIOR HIGH SCHOOLS IN 2013 School Number of Primary Reason Number of Secondary Number of Total Calls for for Calls for Calls for Reason for Calls for Service Service Primary Calls for Secondary Service Service Reason Service Reason City High 178 Alarm/Burglary 20 Out for 16 Wood 127 Alarm/Burglary 14 Invest/Follow 10 each U p39 total 20 West High 165 Theft 20 Narcotics 11 Tate High 51 Theft & 6 each total 18 Dist/Fight In 5 Juv/Genera140 & Progress total 9 Weber 59 Narcot lCS41 (tie) 19 Extra Patrol Requested 6 South East 68 Juv/General 10 911 Hang Up 8 Junior High 58 911 Hang Up 9 Medical Response Law45 6 CALLS FOR SERVICE ELEMENTARY SCHOOLS IN 2013 School Number Primary IFNumber Secondary Reason for Number of of Total Reason for of Calls Calls for Service Calls for Calls for Calls for for Secondary Service Service Primary Reason Reason Wood 127 Alarm/Burglary 14 Suspicious/Act/Pers/Veh 10 each & Extra Patrol total 20 Requested 42 (tie) Horn 90 Tr/School 68 Assault & Juv/General & 3 each Patro143 Test EMS (tie) total 9 Weber 59 Tr/School 19 Extra Patrol Requested 6 Patrol & F1 EMS 44 Lucas 58 911 Hang Up 9 Medical Response Law45 6 Roosevelt 53 Juv/General 20 Missing/Juvenile 5 Hoover 49 F1 Info 8 E1 Med Gen Code 346 6 Longfellow 48 Tr/School 11 Juv/General 10 Patrol Lincoln 47 Tr/Schoo 22 F11nfo41 4 39 Follow-up or further investigation on a pre-existing case. 49 Involves a juvenile but not for a specific case. 41 Narcotics found and requesting service. 42 Request for extra patrol. For example, criminal mischief has been reported in the area. 43 Extra patrol for speeders. 44 Code used for any medical care call. 45 Code used when responding to call for medical care. 46 Code used by Fire Department when responding to need for medical care. 47 Code used by Joint Emergency Communications Center for information only no response is needed. The demographic information on total minority population at a particular school within the Iowa City Community School District shows Grant Wood Elementary (Wood) as the largest total minority percentage with 70.2%, followed by Kirkwood Elementary at 64.72%, Tate High School at 60.43%, and Mark Twain Elementary (Twain) at 60.23%.4e Enrollment % by Student Ethnic Backaround 2013/14 Building European American % Patrol Minority City High 66.950/. Twain 40 Tr/School Patrol 6 Animal/Call General 5 Shimek 27 Alarm/Burglary 7 Info/All Other Info48 & Tr/School Patrol (tie) 4 each total 8 Mann 20 911 Hang Up 5 Suspicious/Act/Pers/Veh 3 The demographic information on total minority population at a particular school within the Iowa City Community School District shows Grant Wood Elementary (Wood) as the largest total minority percentage with 70.2%, followed by Kirkwood Elementary at 64.72%, Tate High School at 60.43%, and Mark Twain Elementary (Twain) at 60.23%.4e Enrollment % by Student Ethnic Backaround 2013/14 Building European American % Total Minority City High 66.950/. 1555 33.050/. West High 70.020/. 1951 29.980/. Tate High 39.570/. 139 60.430/. South East 59.920/. 781 40.080/. Hoover 79.660/. 349 20.340/. Horn 60.470/. 468 39.530/. Lemme 74.440/. 399 25.560/. Lincoln 70.390/. 233 29.610/. Longfellow 85.710/. 315 14.290/. Lucas 50.230/. 428 49.770/. Mann 52.110/. 261 47.890/. Shimek 88.330/. 240 11.670/. Twain 39.770/. 352 60.230/. Weber 56.770/. 495 43.230/. Wickham 78.260/. 483 21.740/. Wood 29.790/. 564 70.210/. District Total 65.40`Yo 13170 34.65`Yo 48 Information only. 0.9 Enrollment % by Student Ethnic Background 2013/14 provided by the Iowa City Community School District on June 16, 2014. TRAFFIC STOPS BY AGE, RACE/ETHNICITY & SEX IN 2013 In 2013 drivers were more likely to be stopped by the police if between the ages of 20-29 regardless of gender or race/ethnicity. A driver was least likely to be stopped if over the age of 60 for any race/ethnicity or gender. 2500 2000 3000 1500 2500 2000 1000 500 1500 0 1000 Under 16-19 20-29 30-39 40-49 50-59 60+ 16 FEMALE BY AGE & RACE/ETHNICITY ■ Asian/Pacific Islander ■ Black/African American ■ Caucasian ■Latino/Hispanic ■ Native American ■Other ■Unknown ■Total 3500 3000 2500 2000 1500 1000 500 0 Under 16-19 20-29 30-39 40-49 50-59 60+ 16 MALE BY AGE & RACE/ETHNICITY ■ Asian/Pacific Islander ■ Black/African American ■ Caucasian ■Latino/Hispanic ■ Native American ■Other ■Unknown ■Total Overall Caucasian females and males constitute the largest number of drivers stopped for all age categories. However, disproportionality exists if you look at the total number of female drivers stopped (4577) by the total number of Black/African American female drivers stopped (618). Black/African American female drivers were 13.5% of all females stopped. Black/African American male drivers when compared to the total number of male drivers stopped represent 14.9%; Black/African American male drivers compared to all drivers stopped represent 9.1%.50 Total Number of 618 Total Number of 1088 Black/African Black/African Amer. Female Amer. Male Drivers Stopped Drivers Stopped Total Number of 4577 Total Number of 7260 Female Drivers Male Drivers Stopped Stopped Percentage of 13.5% Percentage of 14.9% Black/African Black/African Amer. Female Amer. Male Drivers Stopped Drivers Stopped to Total Number to Total Number of Female of Male Drivers Drivers Stopped Stopped Total Number of 11,837 Total Number of 11,837 Drivers Stopped Drivers Stopped Percentage of 5.2% Percentage of 9.1% Black/African Black/African Amer. Female Amer. Male Drivers Stopped Drivers Stopped to Total Number to Total Number of Drivers of Drivers Stopped Stopped ENFORCEMENT ACTIVITIES In 2013 the Police Department responded to 424 calls for service specifically classified as juvenile related complaints. This number does not encompass all juvenile related calls for service, as the original call for service may not have been classified as involving juveniles. In 2012 police responded to 386 complaints. In 2011 police responded to 437 calls classified as juvenile complaints. In 2010 police responded to 386 juvenile complaint calls for service. In 2013 the Grantwood and Wetherby neighborhoods had the highest numbers of juvenile related complaints with 51 each. 50 Hispanic or Latino male drivers represent 5.8% of all male drivers stopped which could indicate disproportionality. It is unclear given the percent margin of error on the 2010 US Census for Hispanic or Latino. Asian/Pacific Islander male drivers between the ages of 20-29 are 7.3% of the male drivers stopped within that age category. It is unclear given the percent margin of error on the 2010 US Census for Asian/Pacific Islanders whether disproportionality exists. See Analysis of Impediments to Fair Housing Choice 2014, p.35 citing US Census Bureau American Factfinder. TOP 6 NEIGHBORHOODS FOR JUVENILE RELATED COMPLAINTS IN 2013 Neighborhood 2013 **Grantwood 51 65 95 83 **Northwests' 30 38 33 22 **Wetherby 51 35 36 29 *Southeast5 24 27 28 12 *Downtown 33 26 39 62 *Miller Orchard 33 15 07 13 Designates LMI Block Groups, ** LMI Block Groups and Tracts with a Minority Concentration s3 The most common crime juveniles were charged with in 2013 was Theft 5th Degree, with 86 charges. In total there were 407 criminal charges referred to Juvenile Court in 2013, compared to 485 in 2012, 459 charges in 2011 and 467 charges in 2010. JUVENILE CURFEW CONTACTS The Juvenile Curfew Ordinance prohibits persons under designated ages from being in any public place between set hours. The focus of this ordinance is to address the issue of unsupervised juveniles becoming the victim of a crime and/or becoming involved in problems during the overnight hours. The month with the most contacts in 2013 is June, with 8; there were no contacts for curfew violations in October or November. Contacts occurred in the Downtown area most often with 10 contacts followed by 7 contacts in the Grantwood neighborhood. Twenty-two of the 31 juveniles cited/warned by the police for curfew violations were not residents of Iowa City. 5' Northwest refers to the Bartelt/Westwinds/Robert Road area. 52 Southeast is designated by anything south of Court Street, east of Muscatine Avenue, west of Scott Boulevard, and north of Highway 6. 53 LMI individuals include university students who are living away from home while attending college (i.e., living in Iowa City for the purpose of attending college). The census counts these individuals in the location of their "usual residence." Usual residence is the place where a person lives and sleeps most of the time. This place is not necessarily the same as the person's voting residence or legal residence. Also, non -citizens who are living in the U.S. are included, regardless of their immigration status. Among communities where college students make up at least 10 percent of the population, median household income would be 6 % higher on average if student households were excluded. Source: A Study in Poverty, or How College Towns Skew Census Data. See htto://www.policybiognh.org for further information. JUVENILE CURFEW CONTACT DEMOGRAPHICS IN 2013 CITATIONS WARNINGS TOTAL Contacts 30 1 31 Male 21 1 22 Female 9 0 9 White 26 0 26 Black 4 1 5 White/Hispanic 3 0 3 Other/Asian 0 0 0 Unknown 0 0 0 The majority of youth cited in 2013 for violating the Curfew Ordinance were Caucasian males at 21 total. The overall number of youth cited including male and female is 30. Black youth were cited 4 times in 2013 representing about 13% of the whole. Hispanic youth were cited 3 times representing 10% of the whole. The numbers for Black and Hispanic youth indicate an overrepresentation or disproportionately that needs to be monitored over several years to determine trends. City of Iowa City Equity Report OVERALL ARRESTS BY RACE/ETHNICITY & GENDER IN 2013 Total Number of Arrests=6,405 Total by Race Total by Gender White= 4,419 Male= 5,00054 Black= 1,867 Female= 1,405 Asian/Pacific Islander= 84 Unknown= 0 American Indian/Alaskan= 9 Unknown= 26 Totals by Ethnicity Totals by Race & Gender Hispanic= 553 White Male= 3,517 Non -Hispanic= 5,804 White Female= 902 Unknown= 48 Black Male= 1,389 Totals by Age Group Black Female= 478 Age 0-17= 425 Age 18-25= 3,702 Asian/PI Male= 63 Age 26-35= 1,171 Asian/PI Female= 21 Age 36-45= 466 Age 46-55= 468 Ameri.lnd/Alsk. Male= 9 Age 56 or Older= 171 Ameri.lnd/Alsk. Female= 0 Unknown Male= 22 Unknown Female= 4 PERCENTAGE OF TOTALARRESTS BY RACE/ETHNICITY IN 2013 White= 69% Black= 29%* Asian/Pacific Islander= 1% American Indian/Alaskan= .0% Unknown= .0% Hispanic= 9%* *Disproportionality to race/ethnic population for Iowa City. 54 The percentage of all males arrested (nearly 80%) is disproportionate to the male population for Iowa City which is at 49.7%. LIST OF TOP 5 OFFENSES CHARGED BY RACE/ETHNICITY IN 2013 White Offense Black White Hispanic Asian/Pac.lsl. Amer.lnd/Alsk. Public 132 790 90 6 2 Intoxication Possession of 22 388 22 7 0 Alcohol Underthe 160 233 37 2 0 Legal Age 132 790 90 6 2 Operating 75 334 42 8 0 While Under 96 102 17 2 0 the Influence Disorderly 32 240 12 4 1 House Theft 5th 160 233 37 2 0 Black Offense Black White Hispanic Asian/Pac.lsl. Amer.lnd./Alsk. Driving While 162 190 59 7 0 License Under Suspension Theft 5tn 160 233 37 2 0 Public 132 790 90 6 2 Intoxication Disorderly 96 102 17 2 0 Conduct Possession 93 182 26 4 0 Marijuana 7City of Iowa City Equity Report Asian/Pacific Islander Offense Black White Hispanic Asian/Pac.lsl. Amer.lnd/Alsk Operating 75 334 42 8 0 While Under the Influence 39 42 10 2 1 Driving While 162 190 59 7 0 License 6 9 1 0 1 Under Suspension Domestic 62 72 19 7 0 Abuse Assault Possession of 93 182 26 7 0 Alcohol Underthe 85 130 20 4 1 Legal Age 21 111 5 1 1 Public 132 790 90 6 2 Intoxication American Indian/Alaskan Native Offense Black Hispanic Asian/Pac.lsl. Amer.lnd/Alsk Public 132 790 90 6 2 Intoxication Assault Causing 39 42 10 2 1 Injury Assault on a 6 9 1 0 1 Police/Fire/EMT Personnel Criminal 73 77 5 0 1 Trespass Disorderly 32 240 12 4 1 House Interference 85 130 20 4 1 Possess Open 21 111 5 1 1 Container in Public Place Simple Assault 136 40 6 0 1 City of Iowa City Equity Report Hispanic Offense iiiiiM 2013 White Hispanic Asian/Pac.lsl. Amer.lnd/Alsk Public Intoxication 132 790 90 6 2 Driving While License 162 190 59 7 0 Under 357 420 Suspension/Canceled Operating While 75 334 42 8 0 Under the Influence Theft Stn 160 233 37 2 0 Possession 93 182 26 4 0 Marijuana LIST OF TOP 5 INCIDENT BASED REPORTINGS IN 201355 The 5 most incident based reports were for Simple Assault, Drug/Narcotic Violations, Destruction/Damage/Vandalism to Property, Theft from Building, Shoplifting and Burglary/Breaking & Entering. Crimes with no incident based reports for 2013 were Assisting or Promoting Prostitution, Bribery, Murder/Non-Negligent Manslaughter, Negligent Manslaughter, Operating Gambling, Pornography/Obscene Material and Purse Snatching. Group A Crimes are identified and defined by the federal government as major crimes. The Police Department is required to provide these statistics yearly to the federal government. GROUP A CRIMES 2013 2012 Simple Assault 543 497 Drug/Narcotic Violations 543 423 Destruction/Damage/Vandalism to Property 542 581 Theft From Building 483 406 Shoplifting 403 415 Burglary/Breaking & Entering 357 420 INTERNAL DISCIPLINE SUMMARY In 2013 the Police Department investigated 26 complaints, alleging 55 conduct violations of its officers .56 These complaints were investigated through the formal Internal Affairs process. Eleven of the internal investigations were initiated externally, 57 either through a complaint filed directly with the Police Department or through the CPRB. These complaints alleged 28 conduct violations. The investigations by the Police Department found 6 allegations to be 55 The National Incident Based Reporting System (IBRS) is an incident -based reporting system in which agencies collect data on each single crime occurrence. Source: http://www.fbi.gov/about-us/cjis/ucr/frequently-asked- q uestions/n ibrs_fags. 56 Two complaints with a total of 10 allegations were administratively rejected by the CPRB because they were filed after the 90 day deadline. 57 External complaints start from a source outside the Police Department. External complaints can be filed verbally, through the Police Department complaint form, or with the CPRB complaint form. unfounded 58 and 4 to be not sustained .59 Ten allegations were not sustained, 2 were exonerated60 and 4 were unfounded. None of these allegations resulted in any discipline. One complaint was lodged against 2 non -sworn police personnel alleging 2 conduct violations. Both allegations were sustained6' resulting in one letter of reprimand and one 2 day suspension. Fifteen of the internal investigations were initiated internally by Police Staff. These investigations alleged 24 conduct violations. Three other conduct violations were identified during externally generated complaints. One allegation was not sustained. One was withdrawn and the investigation suspended when the officer decided to retire prior to the start of the investigation. The other 25 were sustained -noncrimina1.62 This resulted in 7 written warnings, 2 letters of reprimand, and 6 suspensions for a total of 18 days. Two investigations were conducted on the same officer and that officer resigned prior to any discipline in either case. The 1 not sustained allegation did not result in any discipline. The types of investigations follow in the chart below. TYPES OF CONDUCT INVESTIGATIONS IN 2013 Differential Treatment Violation of Civil Rights Violation of Evidence Handling Negligent Taser Discharge Harassment Failure to Supervise Missed Court Improper Arrest Improper Action Improper Demeanor Insubordination Use of Force Assault Denial of Medical Care Failure to Body Camera Improper Conduct Withholding Evidence Failure to Complete Report Property/Evidence Collection Failure to Record Car Recorder In 2013 the Department received 32 external verbal complaints. The 32 external complaints differ from the internal complaints and/or complaints filed directly with the Department in that these complaints are considered "informal." The person reporting the alleged conduct is notifying the Department of behavior they believe should be reported but are not expecting personal notification or follow up from the Department as to outcome. The complaints are handled by a Watch level and are documented with a Report of Inquiry. 63 Complaints ranged from minor general order violations like rudeness to failure to secure a residence after completing a search warrant. 58 The investigation indicates that the act(s) complained of did not occur or did not involve police personnel. 59 The investigation fails to discover sufficient evidence to clearly prove or disprove the allegation(s) made in the complaint. 6° The complained of act(s) did occur, but were justified, lawful, and proper. 61 The investigation disclosed sufficient evidence to clearly prove the allegation(s) made in the complaint. 62 An example of "sustained -noncriminal" would be a department policy violation. 63 When possible and appropriate a minor issue with an Officer is handled bytheir immediate supervisor. These minor issues are documented on a Report of Inquiry form and sent to the Captains for review. 29 In 2013 Supervisors and Officers reported 53 internal violations. The complaints, which are handled on a Watch level, are documented with a Report of Inquiry. The violations ranged from failure to activate a car recorder to improper handling of evidence. 7City of Iowa City Equity Report HUMAN RESOURCES/PERSONNEL Human Resources administers a full range of personnel services to all City departments, including employee recruitment and selection, employee compensation plans and benefits, personnel policies and practices, employee training, collective bargaining contract administration, maintenance of personnel records, and a variety of supportive services to employees. The City of Iowa City is the 8th largest employer in Iowa City.64 ANNUAL SALARIES OF CITY EMPLOYEES BY RACE/ETHNICITY. GENDER & CLASSIFICATION 65 OFFICIALS and ADMINISTRATORS Jobs classified as Officials and Administrators include Senior Building Inspector, a Senior Dlen nor enrl in 4rlm in is+re+nr nr Iliro�+nr 30 25 20 15 10 5 0 a`¢ abs &�Facc a� Fecc ati� Fete \ac�Qa \Qao- P Pa PS Py\ac ■ $43k-54.9 ■ $55k-69.9 ■ $70k -Plus Source: City of Iowa City Council Candidate Handbook, May 2013; Iowa City Area Development (ICAD). 65 Data on salaries is from June 30, 2013. PROFESSIONALS Jobs included within the class of Professional are Librarians I & II, a Program Specialist, an Assistant City Attorney, a Battalion Chiet or Police Lieutenant 20 18 16 14 12 10 8 6 ■ $43k-54.9 4 2 ■ $55k-69.9 0 ■ $70k -Plus tie Few '`� Fa � Fa a. Fa ati. Fe �\ y`ac\Qac. P P�`ao TECHNICIANS Technician positions include ITS Support Specialists, Systems Engineers, Police Sergeants and Library Web Specialists. 30 25 20 15 10 ■ $43k-54.9 5 ■ $55k-69.9 0 ■ $70k -Plus t�`��a\�Fa�a\Qc, �Fe�a\ ca�a\Q Fe�a\aa �a\ Fa a\e �r \tee Qa c. 'Z5 G �\yQa p� Qac\ a` �a Pas 5 c\ \QPa �a P' Sac P 7City of Iowa City Equity Report PROTECTIVE SERVICE WORKERS Protective Service positions include but are not limited to a Fire Captain, a Fire Fighter, a Police Officer and an Animal Service Officer. 30 25 20 15 10 5 0 �,\ea�a�e 1b, �a�ae tae tae tae da\� tie Qetc` '�� Fa � Fe a. Fe ati. Fe P P�`ao ■ $43k-54.9 ■ $55k-69.9 ■ $70k -Plus PARAPROFESSIONALS Jobs classified as Paraprofessional could include a Buyer II, a Library Clerk, a Legal Assistant, or a nuusuig rruVrdln HssisWHL. 14 12 10 8 6 4 2 0 1< a� Qat ati� Qat 1•� a\a��Qa \Qac,. P Pia`' P Ph\ac ■ $33k-42.9 ■ $43k-54.9 ■ $55k-69.9 ■ $70k -Plus 7City of Iowa City Equity Report ADMINISTRATIVE SUPPORT Positions within the Administrative Support description are SR Clerk Typist, Cashier — Parking, '1lhUU11LO11L VI= IA OIIVUUI IIK (1000 LO. I I. 25 20 15 10 5 0 ■ $33k-42.9 ■ $43k-54.9 ■ $55k-69.9 �aeaz tea¢ cae �a tae e�az Fa\e tae �a\e ■ $70k -Plus \a��Qa \Qac. P Pas Py P�`ac SKILLED CRAFT WORKERS Examples of Skilled Craft Workers are a Maintenance Operator - Wastewater, a Facilities Manager, an Assistant Superintendent - Streets, and an Equipment Shop Supervisor. 30 25 20 15 10 5 0 ■ $33k-42.9 ■ $43k-54.9 ■ $55k-69.9 ■ $70k -Plus a a a a s a a a a ya r \yQ ac 0 Na �. a P5 Pgac 7City of Iowa City Equity Report SERVICE MAINTENANCE Service Maintenance job titles include Custodian, Temp Minute Taker/Transcriber, Mass I Fd[ NIL vperdwr dnu 3edsu1 IdI UemeLery rvruwer uperdwr. 70 60 50 40 30 20 10 0 ■ $25k-32.9 ■ $33k-42.9 ■ $43k-54.9 ■ $55k-69.9 aye awe aye ale aye awe awe ale ale ■ $70k -Plus .we Fe '�� F F a F ati. F a� zQaioe O���a� Sac Soca m5 ? ��a� \ac\Qac, 2013 EMPLOYEE STATISTICS THROUGH LAST PAY PERIOD All Employees (Includes Permanent, Administrative, Confidential, AFSCME, Fire, Police, Temporary/Seasonal) RACE/ETHNICITY & SEX BLACK HISPANIC ASIAN NATIVE TOTALWHITE FEMALES 425 13 7 13 3 461(41%) MALES 606 17 19 8 1 651(59%) TOTAL 1031 30 26 21 4 1112 92.72% 2.70% 2.34% 1.89% .36% White males comprise the highest number of City employees both permanent and temporary. White females comprise the next highest number. Blacks represent the highest number of minority employees at the City. However, minorities are underrepresented among City staff. Blacks make up only 2.70% of all City employees. The percentage numbers continue to decrease for Hispanics at 2.34%, Asians 1.89% and American Indians with the lowest at .36%. AGE AVERAGE AGE 39 TOTAL EMPLOYEES 1112 OLDEST EMPLOYEE 82 YOUNGEST EMPLOYEE 15 City of Iowa City Equity Report MALE AVERAGE 40 AGE 461 TOTAL 651 EMPLOYEES 15 OLDEST 82 EMPLOYEE 2 YOUNGEST 16 EMPLOYEE 1 FEMALE AVERAGE AGE 36 TOTAL EMPLOYEES 461 OLDEST EMPLOYEES 79 YOUNGEST EMPLOYEES 15 RACE/ETHNICITY/GENDER PERMANENT EMPLOYEES VS. RACE/ETHNICITY/GENDER TEMPORARY/SEASONAL EMPLOYEES In comparing the racial and gender demographics of permanent employees to that of temporary/seasonal employees, female temporary employees are more diverse than permanent hires. 450 400 350 300 ■ FEMALES PER. 250 ■ MALES PER. 200 ■FEMALES TEMP. 150 ■ MALES TEMP. loo 50 0 WHITE BLACK HISPANIC ASIAN NATIVE CHART OF RACE/ETHNICITY OF TEMPORARY EMPLOYEES COMPARED TO THAT OF PERMANENT EMPLOYEES City of Iowa City Equity Report WHITE BLACK HISPANIC ASIAN NATIVE TEMP. FEMALE 253 8 6 10 2 PER. FEMALE 172 5 1 3 1 TEMP. MALE 195 7 4 5 1 PER. MALE 411 10 16 3 0 City of Iowa City Equity Report DEMOGRAPHICS FIRE DEPARTMENT RACE/ETHNICITY & GENDER RACE/ETHNICITY & GENDER WHITE BLACK HISPANIC ASIAN NATIVE TOTAL FEMALES 4 0 0 0 0 4 MALES 52 1 0 0 0 53 TOTAL 56 1 0 0 0 57 DEMOGRAPHICS FIRE DEPARTMENT AGE Average Age: 41 Total Employees: 57 Oldest Employee: 63 Youngest Employee: 22 DEMOGRAPHICS POLICE DEPARTMENT RACE/ETHNICITY & GENDER RACE/ETHNICITY & GENDER WHITE BLACK HISPANIC ASIAN NATIVE TOTAL FEMALES 4 0 0 0 0 4 MALES 51 2 2 2 0 57 TOTAL 55 2 2 2 0 61 DEMOGRAPHICS POLICE DEPARTMENT AGE Average Age: 37 Total Employees: 61 Oldest Employee: 57 Youngest Employee: 26 36 7City of Iowa City Equity Report CITIZENS POLICE REVIEW BOARD The Iowa City Council established the 5 member Citizens Police Review Board (CPRB) in 1997. The CPRB was established to review investigations into claims of police misconduct, and to assist the Police Chief, the City Manager, and the Council in evaluating the overall performance of the Police Department by reviewing the Police Department's investigations into complaints. The Police Department regularly provides the CPRB with monthly Use of Force Reports, Internal Investigation Logs, Demographic Reports and various Training Bulletins. The Police Department also provides various General Orders for the CPRB's review and comment. A senior member of the Police Department routinely attends the open portions of the CPRB's meetings, and is available for any questions CPRB members have regarding the reports.66 The CPRB is also required to maintain a central registry of complaints of police misconduct. The CPRB holds at least one community forum each year for the purpose of hearing residents' views on the policies, practices and procedures of the Police Department. Iowa City is the only city in the State of Iowa to have a Citizens Police Review Board. Other Midwestern cities that have police civilian review boards include Chicago, Illinois (established 1974), Kansas City, Missouri (established 1970), and Minneapolis, Minnesota (established 1965).67 FY 13 COMPLAINTS BY NUMBER & ALLEGATION Of the 16 allegations made in FY 13, none were sustained. The 5 complaints involved a total of 8 officers. The CPRB made a comment and/or recommendation for improvement of police policy, procedures, or conduct in one of the reports: #12-01 The CPRB sees the need for more education on an individual's rights and responsibilities when responding to police officers' directions. The CPRB in FY 13 also reviewed the internal investigation logs provided by the Chief of Police 66 FY 14 CPRB Annual Report will be available for viewing in the fall of 2014. 67 Source: City of Iowa City Council Candidate Handbook, May 2013; Police-science/civilian-review-boards-police— What When How.com. FY 13 LIST OF COMPLAINTS BY CASE NUMBER, ALLEGATION & OUTCOME FY 13 COMPLAINANT DEMOGRAPHICS " Category/Number of Complainants Aae: National Origin: Color: Under 21 American 1 While 2 Over 21 3 Unknown 4 Black Unknown 2 Unknown 3 Sexual Orientation: Allegation Outcome #12-01 Excessive Force Not Sustained Harassment Not Sustained Male Violation of Civil Rights Not Sustained False Arrest Not Sustained #12-03 Improper Action Unknown 4 Jeopardizing Safety of Child Not Sustained Religion: Improper Conduct Not Sustained Single 2 Improper Demeanor of Officers Not Sustained #12-04 Illegal Search Not Sustained #12-05 Harassment by Officer Not Sustained Harassment by Officer Not Sustained Physical Disability: Threatened by Officers Not Sustained Officers Contact Potential Employers to Warn not Hire Complainant Not Sustained Harassment by Officers Not Sustained Unknown 4 Retaliation by Officer toward Complainant for filing with CPRB Not Sustained #12-06 Excessive Force. Not Sustained Illegal Search. Not Sustained FY 13 COMPLAINANT DEMOGRAPHICS " Category/Number of Complainants Aae: National Origin: Color: Under 21 American 1 While 2 Over 21 3 Unknown 4 Black Unknown 2 Unknown 3 Sexual Orientation: Gender Identity: Sex: Heterosexual Female Famole 1 Unknown 5 Male Male 2 Straight 1 Unknown 2 Unknown 4 Marital Status: Religion: Mental Disability: Single 2 Unknown 4 No Married i Christian 1 Yes 1 Unknown 2 Unknown 4 Physical Disability: No Yes i Unknown 4 Information is reported as presented by the person completing the form 7City of Iowa City Equity Report DEMOGRAPHICS OF BOARDS & COMMISSIONS The City currently has 131 seats for the 19 established boards/commissions and 1 council. The 19 boards and commissions are: Airport Commission, Airport Zoning Board of Adjustment, Airport Zoning Commission, Board of Appeals, Assessor's Examining Board, Board of Adjustment, Board of Review, Charter Review Commission, Citizens Police Review Board, Civil Service Commission, Historic Preservation Commission, Housing & Community Development Commission, Human Rights Commission, Board of Library Trustees, Parks and Recreation Commission, Planning and Zoning, Public Art Advisory Committee, Senior Center Commission, and Telecommunications Commission. Eighty responses were received or 61% of current board, commission and council members responded to the voluntary survey. The results of those 80 responses report the following demographics of the current boards, commissions and council. Sixty-seven individuals identify as Caucasian, 53 are married, 51 identify as heterosexual, 30 report being over the age of 65, and 38 report an annual household income of over $100k. Forty-three males responded to the survey and 35 females responded. 68 ANNUAL HOUSEHOLD INCOME FOR BOARDS/COMMISSION MEMBERS 40 35 30 25 20 15 10 5 0 Annual $100k+ $75-$100k $50k -$75k $25k -$50k $25k or Household less Income Responses were self-reported and may as a result be incomplete. Surveys were completed between the months of March and May 2014. RELIGION Catholic and "no" religion tied at 15 each, followed by Christian at 8, and Lutheran & Protestant both with 4. 16 14 12 10 8 10 5 6 0 AGE 18-25 26-35 36-45 46-55 56-65 65+ 4 2 0 e�°tea JS��y'`aha'�\y�ti�`°\`.°eta�a`�j�at Janet °a�y'ts�a,�ti 0 La P �e o- etir L•c• �J� Jc` ppoc r °tie Qte � Qt AGE 35 30 25 20 15 10 5 0 AGE 18-25 26-35 36-45 46-55 56-65 65+ 7City of Iowa City Equity Report RACE/ETHNICITY ■ Caucasian (67) ■ Black/African American (6) ■ White, Part Mexican (1) ■ Mohawk (1) ■ Cherokee (1) ■ Euro -American (1) ■American Indian (1) ;City of Iowa City Equity Report SECTION III: CURRENT INITIATIVES Juvenile Justice System Improvement Project St. Ambrose Study on Police Traffic Stops Workforce Equity International Student Outreach Web Redesign Community Outreach JUVENILE JUSTICE SYSTEM IMPROVEMENT PROJECT The Reducing Racial and Ethnic Disparities in Juvenile Justice Certificate Program is an intensive training designed to support local jurisdictions in their efforts to reduce racial and ethnic disparities in their juvenile justice systems. The program is operated jointly by the Georgetown Center for Juvenile Justice Reform and the Center for Children's Law and Policy. The three primary goals of the Certificate Program are to help jurisdictions reduce: 1. Overrepresentation of youth of color in the juvenile justice system; 2. Disparate treatment of youth of color as compared to white youth within the juvenile justice system; and 3. Unnecessary entry and movement deeper into the juvenile justice system for youth of color. While the program primarily addresses disparities in the juvenile justice system, it also includes a focus on the relationship between disproportionality in the juvenile justice system and disparate treatment in other child serving systems, including child welfare and education.69 Police Investigator Kevin Bailey participated in the Certificate Program at Georgetown University in Washington DC in the fall of 2013. The weeklong training focused on racial and ethnic disparity in the juvenile justice system. Other area participants who attended the training with Investigator Bailey represented the Iowa City Community School District, Johnson County Juvenile Court Services, the Sixth Judicial District, and Johnson County Health & Social Services. The training included mandatory readings and data gathering prior to participants arriving in DC. The premise of the program is to increase participant's understanding of the dynamics of the system, including evaluating disparity using data as a foundation to see if changes need to be made. The Certificate Program requires the participants to complete what is referred to as a "Capstone Project," before certification is granted. The Iowa City Delegation created a diversion program for 1st offense disorderly conduct charges as its Capstone Project. Research shows that a majority of juveniles cited for 1st offense simple misdemeanors achieve success when these offenses are handled informally. Historically, the local system has been post -charge. Achieving consensus between multiple organizations (including the school district, police, juvenile court, etc.) with differing operations and functions requires an enormous amount of courageous discussion. Diversion has sometimes been misunderstood and seen as not holding the juvenile offender accountable. Investigator Bailey believes that the diversion program must have the same or greater consequences than the current formal juvenile court process. The model Investigator Bailey proposes requires the juvenile to complete community service, a written impact letter, and thinking errors cognitive 69 Source: Center for Juvenile Justice Reform. 7City of Iowa City Equity Report learning70 before graduating from the program. These requirements represent more intensive services than a juvenile offender currently receives for a 1st offense simple misdemeanor. Under this system, juveniles who reoffend or fail to complete the diversion process would be referred to juvenile court .71 The goal is for the program to be operational by the beginning of the 2014/2015 school year 70 Thinking errors are thoughts people exhibit or demonstrate during irresponsible behavior. This thinking leads to and brings on self-destructive behavior. This self -destructiveness leads to and brings on criminal behaviors. Source: http://www.corrections.com/news/article/23055-what-are-thinking-errors-; See also http://www.eriecounty.oh.gov/ legal resources forjuvenile court programs thinking -errors. J1 Source: Memo from Investigator Kevin Bailey submitted on June 10, 2014 to the Human Rights Office. city of Iowa city kftk Equity Report ST. AMBROSE STUDY ON POLICE TRAFFIC STOPS In response to community concerns of racial profiling, the Police Department started to collect demographic data on traffic stops in July of 1999. The results were analyzed in a January 2004 report titled "Traffic Stop Practices of the Iowa City Police Department: January 1 — December 31, 2002." The research team was from the University of Louisville and this report was frequently referred to as the Louisville Study. In the year of 2006 the Police Department Command Staff was approached by Dr. Christopher Barnum, Associate Professor of Sociology and Criminal Justice and Director of Graduate Studies Masters in Criminal Justice at St. Ambrose University in Davenport, Iowa. Dr. Barnum was familiar with the Louisville Study and became interested in analyzing police traffic stop data. The methodology used included observational baseline studies. Over 20 trained observers were stationed at various locations within Iowa City to determine the racial makeup of Iowa City's drivers. These surveys occurred at different times of the day and over multiple years. Dr. Barnum was provided with data for the years 2005, 2007, 2010, 2011 and 2012.7 Throughout this partnership with Dr. Barnum, officers were not advised of the study due to the potential of changing behavior patterns. Based on the community conversation generated by the Diversity Committee, Police Chief Sam Hargadine worked with Dr. Barnum to incorporate more traffic stop data and conclude his analysis. Dr. Barnum's report discusses at length the difference in disproportionality from the data in 2005 — 2007 and 2010 — 2011. Dr. Barnum's report indicates a notable increase in the disproportionate contacts in particular on the South East side from 2008 through 2010. The Police Department reviewed Dr. Barnum's report with officers and reiterated that bias based policing is illegal, immoral and if discovered will lead to discipline which can include termination. Supervisory staff members will also randomly review the videos of officers throughout the year for indications of unprofessional, bias based or even unsafe habits. Any violations of policy require documentation and at a minimum corrective counseling.73 It has been recommended that Dr. Barnum be hired to analyze 2013 traffic stop data and compare the data with previous years. These future studies should be conducted to ensure that measures put in place are effective and the disproportionate statistics lower. This will help demonstrate to the community the City's commitment to the issue and hopefully will show meaningful progress in the years to come. 72 A transition to anew data management system resulted in conversion problems that prevent data from 2008- 2009 to be analyzed. 730fficers receive legal training once per year specifically on race based traffic stops which outlines the legal and civil penalties they could be exposed to if an officer engages in racial profiling. Officers have also received diversity training provided by Chad Simmons, Executive Director of Diversity Focus within the last year. In June, 2014 officers including members of the Street Crimes Action Team (SCAT) attended cultural competency training for City staff presented by Helen Jamison of Culture Friendly Consulting, LLC. WORKFORCE EQUITY In August 2013, the City began a 2 semester collaboration with University of Iowa College of Law Professor Leonard Sandler and the Law and Policy in Action Student Legal Team to evaluate ways the City could enhance the diversity of the City's applicant pool and workforce to eliminate current racial disparities and increase racial equity. Professor Sandler and the Legal Team presented their findings on May 6, 2014 to members of the DIF team. The meeting offered several helpful insights that will assist the City in ongoing efforts to have a workforce that reflects the community demographics. Prior to the May 6, 2014 meeting the City had initiated an overhaul of both the employment application and www.icgov.org website. In keeping with the recommendations put forth by Professor Sandler and the Law and Policy in Action Student Legal Team the City plans on considering the recommendations as the City progresses with these important projects including the following. 1. Employment Application Review: For the last several months, the City has been preparing to move to a paperless employment application process. The conversion to a new application management system provides a host of benefits for both the City and applicants. The conversion also provides the City with an opportunity to review the application tool and make changes as needed. Changes to application and survey language include fewer detailed legal and policy statements, reordering of required application information, and general statements to applicants about the City's value of diversity in the workplace. The City recently removed the criminal history portion from its employment applications.74 The City will plan to make further modifications after the conversion has been completed and an administrative policy has been adopted that requires any disqualification from employment based on a criminal conviction to be job related and consistent with business necessity.75 2. Website Redesign: The City is in the initial stages of a website redesign process. The City can do a better job of expressing its values through use of imagery that portrays the diverse community. J4 No federal law directly addresses employment discrimination against people with criminal backgrounds. Yet, since 1987, the Equal Employment Opportunity Commission (EEOC) has maintained that, with some exceptions, an employer's policy or practice of excluding individuals from employment on the basis of criminal arrest and conviction records may be unlawful under Title VII as disparate impact discrimination. The EEOC maintains that because statistics show that African-American and Hispanic males are arrested and convicted at rates disproportionate to their numbers in the population, background checks work to their special disadvantage to limit their employment. Citing: http://www.eeoc.gov/laws/guidance/arrest_conviction.cfm:. J5 Existing hardcopy applications that currently ask for criminal history will be modified when the employment application system goes live later in 2014. _ This will be a goal of the website redesign process. Another objective is to meet the latest accessibility standards, which was mentioned in the presentation by Professor Sandler and the Law and Policy in Action Student Legal Team. Finally, the City will review the text of its diversity related pages and look for ways to more effectively express community values, as opposed to placing the primary focus of the website on the City's actions to achieve goals set by the Council and its appointed boards and commissions. There are a number of factors, including collective bargaining agreements and Civil Service laws that play a significant role in the City's hiring process. The combination of these and other factors influences the pool of candidates that may be interested and/or eligible for specific positions within the City. Regardless, it is believed that the projects and current actions being put forth will help improve the likelihood of securing a more diverse applicant pool for many City positions. Finally, the City has pursued professional networks, conferences and training opportunities to help bolster the cultural awareness of the City workforce. This has been and will continue to be an ongoing focus. In June 2014 the City sponsored cultural competency training for City employees who as a regular part of their work assignments visit residents in their homes. The goal of the training was to increase successful home visits between City staff and Iowa City's diverse communities. The training, facilitated by Helen Jamison, founder and manger of Culture Friendly Consulting, LLC, was based on a developmental approach to increasing cultural competency and included simulation exercises to learn cultural communication styles and increase understanding of the challenges faced by non-English speakers. After the training participants completed evaluations to track the progress of the learning outcomes. These types of trainings will continue and the City will continue to look for other opportunities to learn from communities across the globe. 7City of Iowa City Equity Report INTERNATIONAL STUDENT OUTREACH Each year the University of Iowa hosts International Student Orientation the week before classes start. All new international undergraduate and graduate students are required to attend. In the spring of 2014, the staff of the Communication Department began working with the University of Iowa International Student and Scholar Services (ISSS) Office to participate in the Orientations beginning in the summer and fall of 2014. Communication staff will present to all of the students in attendance for 15 minutes, followed by a Q&A session. There are also volunteer opportunities at community events in the evenings and City staff will be working with ISSS to provide City representation at these events as schedules allow. This will allow City staff to interact with students in a comfortable, friendly setting and establish a positive relationship. WEB REDESIGN The Communications staff is working with the University of Iowa Information Technology Services Development Team to create a website that is compliant with the American with Disabilities Act (ADA), meeting the Web Content Accessibility Guidelines (WCAG) 2.0, and Section 508 specification S.76 Following WCAG guidelines will make content more accessible to a wider range of individuals with disabilities, including blindness and low vision, deafness and hearing loss, learning disabilities, cognitive limitations, limited movement, speech disabilities, and photosensitivity. Following these guidelines when redesigning the City webpage will make web content more usable to users in general. In tandem with the web redesign, the City will upgrade its current document repository system, Laserfiche. The City will create accessible web forms throughout the City site, as well as link documents from the repository to greatly reduce the number of inaccessible PDFs that currently exist on the website. This will not only help with ADA compliance, but will also benefit community members with slower internet connections by eliminating the need to download large documents and cumbersome forms. COMMUNITY OUTREACH • Welcoming Cities and Counties. This 21't century partnership encourages cities and counties to create inclusive and friendly environments for immigrant communities with a focus on economic growth and cultural vitality. The partnership also encourages municipalities to learn from each other and share ideas. 77 76 Section 508 is a federal standard that requires federal agencies' electronic and information technology to be accessible to individuals with disabilities. Section 508 was enacted to eliminate barriers in information technology, open new opportunities for persons with disabilities and encourage development of technologies that will help achieve these goals. Section 508 provides employees who have a disability and also members of the public access to information that is comparable to access available to others. Source: http://www.section508.gov/summary-section5O8-standards. "Source: http://www.welcomingamerica.org/about-us/cities/. • Mayors for the Freedom to Marry. A non-partisan group of mayors who want to end marriage discrimination .78 • Cadet Program. Instituted by the City Fire Department in March 2014. • International Welcoming City. A collaboration between the City, the University of Iowa, Iowa City Area Development Group and the Iowa City Downtown District that places banners around downtown that express the diverse population of Iowa City and provides a welcoming feeling to all students and residents. The banners use real photos of local residents and express the word "welcome" in multiple languages.79 78 Source: http://www.freedomtomarry.org/pages/mayors-for-the-freedom-to-marry. 79 To find out who all the welcoming faces belong to visit http://downtowniowacity.com/. SECTION IV: Future Initiatives Action Plan Action Plan for Police Department to Reduce Racial/Ethnic Disparity Conclusion ACTION PLAN 1. Train and educate emolovees on cultural comoetence. inclusion and the value of diversitv. A firm knowledge of these concepts and how explicit and implicit biases create inequities will assist the City in being able to better carry out present and future initiatives and ultimately provide better customer service. Initial trainings will concentrate on employees that have direct interaction with consumers. Staff will complete pre and post evaluations to ensure training goals are met. The outcomes will be measured by feedback received from the community on interactions with City staff with specific emphasis on feedback from minority consumers. 2. Increase diversity of boards/commissions to better reflect the demographics of the community. City boards and commissions play a pivotal role of influencing future policythrough recommendations to the Council. Having advisory boards that reflect the diverse community has several benefits for the individual and the City overall. Staff will track the demographics (race, national origin, etc.) of individuals who apply for vacancies on boards/commissions through a voluntary survey. Demographical information will be analyzed and compared to the current demographics of boards and commissions. This should allow for a better understanding of whether minorities and those from historically underrepresented groups are applying for vacancies but are not getting appointed by Council or if a lack of interest or lack of knowledge of the vacancies exists on the part of minorities and those from historically underrepresented groups. Staff will also evaluate the process used for appointments to boards/commissions and look at best practices to engage all community members to participate in this form of civic leadership. Eventually this action plan will expand to include increasing the number of persons from historically underrepresented groups and the immigrant communities who participate in the Citizen's Police Academy. Increasing the knowledge and understanding of daily police operations can assist in building relationships and trust between the police and minority groups in the community. 3. Work with and encourage other municipalities and government entities within Johnson County to collect data and report on the status of equity within their jurisdiction. Local governments can work together to address disproportionality strategically by joining Cedar Rapids (April 2014) and Iowa City (August 2014) in publishing an annual Equity Report. 4. Create workforce eauitv to eliminate racial and ethnic disoarities in the workforce b increasing outreach. Staff will collect and analyze demographical data on individuals who apply for employment with the City and compare that data to who is ultimately hired by the City.80 As a part of this process staff will collect data from historically underrepresented groups to ascertain how notice of City job vacancies might be better made available to members of ethnic and minority groups, and also what prevents or serves as a barrier to minorities who wish to 80 The ability to collect this information will be implemented with the full conversion to the online Munis Employment Application System. Munis allows for more concise statistical information to be collected and retrieved in a time efficient manner. apply for employment with the City. Once trends and factors have been evaluated over a course of time, staff may expand future action plans to include other potential barriers to minority employment with the City. 5. A Statement of Commitment from the Council. A resolution by the Council that states it is working to eliminate disparities within the City government. The Council must support opportunity to achieve equity and create a more inclusive community. The resolution would include for the Council to evaluate the effects that local policies and laws have on minorities and individuals from historically underrepresented groups through the use of a disparity impact analysis when voting on matters that come before it. 81 81 A racial equity impact statement is an analysis of how different racial and ethnic groups are affected by a proposed action, policy, or decision. A racial equity impact statement seeks to identify ways to maximize equity and inclusion while minimizing adverse and unanticipated impacts on different racial and ethnic groups. Source: www.arc.org. ACTION PLAN FOR POLICE DEPARTMENT TO REDUCE RACIAL/ETHNIC DISPARITY The police are the first and most visible agents of the criminal justice system. Police are charged with responding to calls for service, monitoring citizens' behavior in public, intervening with warnings, referrals, or arrests when violations of law are suspected or observed, and assembling evidence for the prosecution of cases resulting in arrest. The Police Department will engage in the following 6 strategies to temper racial disparity at this level of the criminal justice system. 1. Engage in the community: The Police Department will actively seek community participation opportunities and look for innovative ways to build relationships with minority populations. 2. Increase diversity within the police force: A diverse police force increases creativity and problem solving, attracts and retains talent, builds better relationships in the community that result in more confidence and effective service, and allows for a broader range of information for decision making and a wider range of solutions. 3. Require cultural competency training: Police officers often work in areas that are culturally different from their own. In the absence of a more specific orientation to the language, norms, values, and traditions of other cultures, officers can misunderstand residents' attitudes as disrespectful of law enforcement. As a result, relations between the police and the community can become seriously impaired. Ongoing cultural competency training of police officers can help in this situation by: increasing respect and mutual understanding among those involved; increasing creativity in problem -solving through new perspectives, ideas, and strategies; decreasing unanticipated consequences that might slow progress; and increasing trust. 4. Conferences/Forums/Trainings: Officers will attend conferences, forums, and trainings regarding cultural competency. 5. Monitoring for indicators indicative of racial profiling: Interaction between officers and residents is subject to close and effective supervision to assure compliance with Department guidelines. Specific to monitoring for behavior of racial profiling, the Department will survey the community every 3 years by randomly surveying every 100th individual involved in a call for service and randomly review the videos of officers throughout the year for indications of unprofessional or bias based behavior. 6. Increase awareness of the complaint process: The Department recognizes the benefits of an effective complaint process. An effective complaint process offers empowerment, a better understanding of policing, and accountability. The Department will work towards increasing community awareness of how an individual can initiate a complaint against the Department. 54 Currently a person has 4 options: 1) oral, written, or email report to a Supervisor; 2) written complaint submitted to the Department; 3) CPRB complaint filed with the City Clerk; or 4) complaint filed with the Human Rights Office. 7City of Iowa City Equity Report CONCLUSION The City of Iowa City is committed to creating a welcoming and inclusive community and correcting the disparities cited in this report. The City plans to correct these inequalities through concrete goals and initiatives that can be measured and monitored on a yearly basis with the end goal being to create systemic change within our daily delivery of services, programs and operations. As the first and only municipality in Johnson County to produce and present an Equity Report, we realize the importance of effectively implementing the action plans in the preceding pages. These plans, which are influenced by the data contained in this report, are very specific thereby allowing the City to track and monitor the results. Over the next few years the City will be learning, it will need to evaluate what works well and what may need to be changed or modified to better correct a disparity. The City will need to evaluate whether policies or practices including daily operations inadvertently affect certain populations more than others and if so what the City can do to correct the unintended result and address the institutional and structural barriers to achieving equity. It should be noted that systemic change takes time. The action plans contained in this first annual Equity Report are based on those specific areas set forth by Council in its Resolution No. 13-217 and do not cover all City services, programs or operations where disparities may exist. It is projected for the 2014 Equity Report to be released in the spring/ summer of 2015. The change to this release date is to make the most efficient use of data which is analyzed as part of the report. 7City of Iowa City Equity Report APPENDICES 1: Human Rights Commission Annual Report FY 13 2: Police Department Traffic Stop Demographics by Age, Race and Sex 3: Police Department Youth Report 4: Police Department School Visit Report 5: Police Department School Incident Location Report 6: Police Department Arrest Report by Charge, Race, Gender and Age 7: Police Department Incident Based Reporting Report 8: Police Department Discipline Summary Report 9: Human Resources Department EEO4 Report Survey Year 2013 10: Human Resources Department Employee Statistics 11: Police Citizens Review Board Annual Report FY 13 12: Diversity Implementation Form (DIF) as of 7/15/14 HUMAN RIGHTS COMMISSION History The Iowa City Human Rights Commission (HRC) was established in August 1963 as the Iowa City Human Relations Commission. Commission Nine residents of Iowa City are appointed by the City Council for three year staggered terms. The Commissioners, all committed to civil rights, reflect a broad cross section of the community, thus ensuring diversity of ideas and interests. In the appointment process consideration is given to men and women of various racial, religious, cultural, social and economic groups within the City. Meetings The Commission annually elects a Chairperson and a Vice -Chairperson and holds monthly meetings in the Helling Conference Room at City Hall on the third Tuesday of each month at 6:00 p.m. Special meetings are held as needed. The meetings are open to the public. Staff There are two full time staff, a Human Rights Coordinator and a Human Rights Investigator. General Duties • Disseminate information; educate the public on illegal discrimination and human rights. • Provide the enforcement necessary to further the goals of the Human Rights Ordinance. Powers • Make recommendations to the city council for such further legislation concerning discrimination as it may deem necessary and desirable. • Educate the public on human rights and illegal discrimination, such as organizing and facilitating educational public forums that address one or more of the broad range of topics included within the rubric of human rights. • Provide the enforcement necessary to further the goals of the Human Rights Ordinance. • Cooperate, within the limits of any appropriations made for its operation, with other agencies or organizations, both public and private, whose purposes are not inconsistent with those of the Human Rights Ordinance. • Coordinate programs designed to eliminate racial, religious, cultural and other intergroup tensions. Recommendations to Council For the City to pursue a municipal issued identification card, implemented in a manner to protect the safety of undocumented persons. (December 2012) 57 For the City to adopt signage at City facilities in prominent languages other than English. (December 2012) For the City to pursue other implementations that are consistent with making City services and facilities accessibility to persons who may not speak or read English or who speak or read English as a second language. (December 2012) To revise the Human Rights Ordinance to include restrictions regarding the consumption of alcoholic beverages by those under the legal drinking age or the presence of persons under the legal drinking age in places of public accommodation where alcohol beverages are sold. (May 2013) To Maintain the SEATS service %z price fare. (February 2013) To maintain the SEATS service 1/2 price fare and Sunday services. (June 2013) To revise the Human Rights Ordinance to include an exception in public accommodation for developmental differences based on age. (June 2013) For the City Council to direct the City Manager to more fully implement the recommendation of the equity report section of the Ad Hoc Diversity Committee, which states that the report format and composition shall be developed by the City Manager in consultation with the City Council, the City of Iowa City Human Rights Commission, and any other committees determined by the City Council. The equity reports are not to assess implementation they are to assess outcomes, and that the Iowa City Human Rights Commission is very interested in the assessment of the outcomes from these efforts. (June 2013) Mayor's Proclamations Human Rights Day (December) Martin Luther King, Jr. Day (January) African-American History Month (February) Women's History Month (March) Days of Remembrance (April) Sexual Assault Awareness Month (April) Juneteenth National Freedom Day (June) Accomplishments & Activities 1. Staff received fair housing training on accessibility requirements, service and emotional support animals and legal issues involving landlords and tenants on July 23, 2012. The training was held at the Coralville Public Library. 2. On July 11, 2012, staff attended Push America/Journey of Hope at The Arc of Southeast Iowa. Push America/Journey of Hope is a cross country bicycle trek from San Francisco to Washington DC, in which 35 members of Pi Kappa Phi spread a message of hope and acceptance for people with disabilities. Participants 0 viewed the documentary Certain Proof. Certain Proof features three children living with significant disabilities and their families' individual challenges and triumphs. 3. Staff attended the 22nd Anniversary Americans with Disabilities Act Celebration held on July 28, 2012 at the Coral Ridge Mall. 4. The Commission co-sponsored One Community, One Book along with several other organizations including the University of Iowa Center for Human Rights. The 2012 selected book was The Latehomecomer: A Hmong Family Memoir by Kao Kalia Yang. 5. Staff hosted student legal interns from the University of Iowa College of Law for both the fall and spring semesters. 6. Staff attended the Shift Speaker Series hosted by Diversity Focus on August 7, 2012. The featured speaker was Geoffrey Canada, President & CEO of Harlem Children's Zone. 7. The Commission served as a presenter at the 411 on the 5-0 held at The Spot on August 30, 2012. 8. The Commission co-sponsored the 19m Annual Iowa Women's Music Festival along with numerous other organizations. The festival was held on September 1, 2012 in Upper City Park. 9. Staff assisted in some organizing for the Breaking Barriers: A Diversity/Fair Housing Summit sponsored by the Fair Housing Ambassadors of the Iowa City Area Association of Realtors. The training was held on September 19, 2012 in Coralville. 10. The Commission wrote a letter to University of Iowa President Sally Mason in support of keeping the University of Iowa Center for Human Rights open on campus. Letter dated October 2, 2012. 11. Staff participated in a Succession Planning Retreat sponsored by the City of Iowa City at the Ned Ashton House in Iowa City on September 19, 2012. 12. Staff participated in a training on Employment Practices on October 3, 2012. The program was sponsored by the Iowa State Bar Association. 13. The Commission co-sponsored with numerous other organizations the Strengthening and Valuing Latinola Communities in Iowa Professional Development Institute and Youth Summit held October 11-12, 2012 at West High. 14. The Commission held its Annual Human Rights Breakfast on October 30, 2013. Chad Simmons, Executive Director of Diversity Focus was the keynote speaker. Recipients were Tom Widmer (Isabel Turner Award), David Leshtz (Linda Severson Award), Robin Armstrong (Kenneth Cmiel Award), University of Iowa Center for Human Rights (Community Award), Joan Vanden Berg (Rick Graf Award). 15. Staff assisted in organizing the 2013 University oflowa's Dr. Martin Luther King, Jr., Celebration of Human Rights in the fall of 2012. 16. Staff participated in training on language access compliance under the Civil Rights Act of 1964 Title 6 entitled Keeping It Legal. The program was held on December 5, 2012. 59 17. Staff updated contact information for the database United Way 2-1-1. To ensure better outreach to the community and social service agencies. The information was updated on November 14, 2012. 18. Staff served as a group facilitator in the My Beautiful Self -Program held on December 1, 2012. The My Beautiful Self -Program is an uplifting program for young women as they continue to discover who they are and who they want to be in the future. 19. The Commission participated in the International Human Rights Day held on the Pentacrest on December 10, 2012. 20. Staff coordinated with the University of Iowa Student Legal Services to have a link to the Human Rights website on its website for greater exposure to the student community at the University of Iowa. This was coordinated on January 2013. 21. Staff provided Commission training to newly appointed Commissioners Joe D. Coulter and Jessie Harper, on January 15, 2013. 22. The governmental channel continued to broadcast information sent by staff on discrimination and harassment along with the contact information for the office. 23. Staff conducted outreach training at the Shelter House on fair housing and illegal discrimination on January 10, 2013. 24. Staff participated in a training A Boss's Guide to Performance Appraisals to better assist when conducting training activities for local businesses. The training was held on January 17, 2013. 25. Staff presented to an introductory class on Human Rights at the University of Iowa at City Hall on January 29, 2013. 26. The Commission initiated future meetings with the Iowa City Community School District Board to discuss the Diversity Policy in February 2013. 27. The Commission co-sponsored along with several other organizations The Emma Goldman Clinic: Choice Event 2013. Heather Ault was the keynote speaker at the event held on February 1, 2013. 28. The Commission sponsored Building Communities on February 7, 2013 at the Iowa City Public Library Meeting Room A. From this meeting several community subcommittees were formed to address concerns in the areas of housing and education. 29. Staff attended a Black History Read In held at the Coralville Public Library on February 14, 2013. 30. Staff started courses on conversational Spanish at Kirkwood Community College to better interact with Spanish speakers who call or visit the office. The course started in March 2013. 31. Several Commission members participated in Roll the Dice a free training that educated participates on the causes and effects of racial disproportionality as it is found across many systems. The program was held on March 7, 2013. 32. The Commission participated and co-sponsored along with several other organizations The United Nations -Iowa Night of 1000 Dinners in celebration of International Women's Month. The event was held at the Old Brick on March 7, 2013. m 33. The Commission sponsored a Lunch & Learn on the United States Department of State entitled A Conversation About My Experience In It on April 2, 2013 at the Iowa City Public Library Meeting Room A. 34. Staff participated in meetings with University of Iowa Law Professor Len Sandler to discuss initiatives to address housing discrimination in Iowa City in the spring 2013. 35. Staff, as part of a request from a Boy Scout (Troop 2000) participated in an interview on the Iowa City Community School District's Diversity Policy on April 5, 2013. 36. The Commission coordinated and co-sponsored the Building Blocks to Employment Job Fair held on April 18, 2013 at the Eastdale Plaza and The ABC's of Researching & Applying for a Job in 2013 held at the Shelter House on April 16, 2013. 37. The Commission sponsored a Fair Housing Training. The free training discussed the types of discrimination that occur in housing. The training also discussed the Americans with Disabilities Act Amendments Act as it pertains to housing. The training was held at the Iowa City Public Library Meeting Room A and was well attended on April 23, 2013. 38. Staff attended the Police Citizen's Review Board Community Forum on April 23, 2013 at the Iowa City Public Library Meeting Room A. 39. In May 2013, staff updated the City's Contract Compliance Program which requires equal employment opportunity in all City contract work. 40. The Commission sponsored its l Os' Annual Iowa City Human Rights Commission Youth Awards on May 15, 2013. The Mayor Matthew Hayek served as the keynote speaker. The event recognized over 102 area youth. The Youth Ally Award established in 2012 received no nominations this fiscal year. 41. Staff continued to place advertisements in the Press Citizen and Daily Iowan to alert that discrimination is against the law. The advertisement also promotes the Commission as a community resource. 42. Staff hosted a student legal intern from the University of Iowa College of Law over the summer of 2013. 43. The Commission participated and gave support to Iowa City Pride Day held on June 15, 2013 in downtown Iowa City. 44. The Commission partnered with the Iowa City Public Library to sponsor an event to kickstart the Iowa City Book Festival to be held in October 2013. The program will center on the Iowa City Book Festival selected book The Immortal Life of Henrietta Lacks. Henrietta Lacks was an African-American woman who was the unwitting source of cells which were cultured to create an immortal cell line for medical research known as the HeLa cell line. 45. Staff presented to the Phillip G. Hubbard Prep Program at the University of Iowa College of Law. The presentation entitled Human Rights on the Local Level was held on June 21, 2013. 46. The Commission participated and co-sponsored the Iowa City Area Juneteenth Celebration along with numerous community organizations. The event was held on June 29, 2013. 61 _Overview of the Complaint Process The City Code of Iowa City prohibits discrimination in education, housing, employment, public accommodation and credit. The characteristics covered are: age, color, creed, disability, familial status*, gender identity, marital status, national origin, presence/absence of dependents*, public assistance source of income*, race, religion, retaliation, sex, and sexual orientation. *Housing only. Staff of the Human Rights Commission investigate complaints alleging discrimination. Staff serve as a neutral fact finder and do not represent either party in the complaint process. 1. Filing: The complainant (the person who alleges the discrimination) fills out, signs and dates a complaint form. 2. Jurisdictional Review: A dated and signed complaint is reviewed by staff to determine whether it meets the legal requirements of the Iowa City Human Rights Ordinance. A complaint must be filed within three -hundred days of the last discriminatory act. a. If the complaint does not meet jurisdictional requirements, the complainant is notified and the complaint is closed. 3. Notice: A copy of the complaint is mailed to both the complainant and the respondent within twenty days of the file date along with a questionnaire and document request. 4. Answer: The respondent is required to answer the allegation of discrimination and submit any requested records or relevant documents within thirty days of receipt. 5. Right to sue: After the complaint has been on file for sixty days, the complainant has the option of pursing the matter in a state district court. If this option is taken, staff close the complaint and no further action is taken. 6. Screening: All information is reviewed to determine whether further investigation is warranted. After reviewing materials responsive to the questionnaire/document request, the human rights office determines whether the complaint warrants further investigation. If the human rights office finds there is a reasonable possibility of a probable cause determination or the legal issues present in the complaint need further development, the human rights office promptly resumes the investigation of the complaint. A complaint determined by the human rights office not to warrant further processing by the human rights office is administratively closed. The complainant and respondent are promptly notified of the administrative 62 closure. A complainant may object to the administrative closure within ten (10) days of service by filing a written request for review that states the basis for the objection. If, after review by the human rights office, it is determined that the complaint does not warrant further processing, the human rights office will close the file and notify the complainant and respondent of the final decision of administrative closure. 8. Further Investigation: Both complainant and respondent may be interviewed and additional records requested. Witnesses and other persons with knowledge concerning the allegations in the complaint may also be contacted and interviewed. When the investigation is complete, the investigator will analyze all the collected information and write an investigative summary with a recommendation at the end as to whether probable cause exists. 9. Finding: The Human Rights Coordinator reviews the complaint file and the investigative summary and makes a final decision on whether probable cause exists. a. If probable cause is found, the complaint will move to conciliation. b. If probable cause is not found, staff informs both the complainant and respondent of the basis for the decision. 10. Conciliation: The Human Rights Coordinator attempts to conciliate or settle the complaint. 11. Public Hearing: When conciliation is unsuccessful, the complaint will be reviewed by the City Attorney who shall form an opinion as to whether the complaint is litigation worthy and make a recommendation to two Commissioners. If both members of the Commission wish to proceed contrary to the recommendation of the City Attorney, the Commissioners may authorize the Human Rights Coordinator to do so. Complaint Statistics Please note some complaints filed in fiscal year 2012 were closed in fiscal year 2013. Some complaints which were filed in fiscal year 2013 had not been closed by the end of fiscal year 2013, creating the difference in numbers between those opened and closed. Most complaints filed cite more than one basis for discrimination so totals will equal more than 43. Complaint Activity COMPLAINTS FILED BY PROTECTED CHARACTERISTIC FY 2013 FY2012 Age 12 15 Color 11 13 Creed 1 0 63 Disability 15 22 Familial Status 2 8 Gender Identity 2 2 Marital Status 6 5 National Origin 6 3 Presence/Absence of Dependents 5 7 Public Assistance Source of Income 5 I Race 21 19 Religion 4 4 Retaliation 20 19 Sex 14 8 Sexual Orientation 5 3 COMPLAINTS FILED BY AREA Credit 1 0 Education 0 3 Employment 27 30 Housing 4 14 Public Accommodation 20 1 1) Total Cases 52 59 RESOLUTIONS Mediated 5 2 No Probable Cause 9 7 Administrative Closure 9 g Right To Sue 0 0 Lack of Jurisdiction' 3 5 Satisfactorily Adjusted 0 0 Withdrawn 0 2 Total Number of Resolutions 29 24 Summary ' `Lack of Jurisdiction' refers to complaints that allege discrimination on a basis or in an area not covered by local law. Lack of jurisdiction could also include complaints that allege conductlactivity that even if true would not violate local anti- discrimination laws. Complainants are referred to appropriate agencies for assistance whenever possible. Examples would include Wage & Hour, the Family Medical Leave Act, or Workers Compensation. El Employment is the largest area in which complaints were filed (27), followed by public accommodation (20) and housing (4). Race (2 1) is the most common characteristic cited for the alleged discriminatory conduct. Disability and sex follow with (15) and (14) respectively. It took on average, 192 days to resolve complaints in fiscal year 2013. In comparison, (30) complaints were filed in the area of employment, (14) in housing and (12) in public accommodation in fiscal year 2012. The characteristic cited the most for the reason for discrimination was disability (22), followed by race (19), and then age (15). It took on average, 222 days to resolve complaints in fiscal year 2012. Comulainant Demoeraohics2 Age: National Origin: Race: Under 21 American 6 White 16 Over 21 21 Chilean 1 Black/African-American 13 Over 60 8 Honduras 1 American Indian 1 Belgian 1 Hispanic 3 Asian 2 Sexual Orientation: Sex: Homosexual 1 Female 15 Male 19 Marital Status: Disability: 6 Single 2 Plans for FYscal Year 2014 Contact neighborhood associations and area service providers to encourage more public outreach to those who believe they have been discriminated against. Fair housing materials distributed to landlords and managers to bring attention to unfair housing practices and the ramifications for non-compliance. Advertisements will continue to be placed at City facilities (including transit) and in local newspapers to alert the public to unlawful discrimination. Develop or assist in forums to educate the public on human rights and discrimination. Proclamations for Black History Month, Women's History Month, Fair Housing and others as determined by the Commission. Engage in public outreach to determine people's perception of human rights in Iowa City. 2 Requested information is optional therefore some complainants opt to not provide demographical information. 65 Speak with different groups in Iowa City to assess level of need and areas of concern. Increased outreach on housing discrimination. A free public training on the Americans with Disabilities Act Amendments Act with a focus on Title 1 (employment). Participate in projects celebrating diversity and providing human rights education. Work with Community Development to identify impediments to fair housing. Training to the community on public accommodation discrimination. Outreach to the community on how to file a civil rights complaint. Commissioners Orville Townsend, Sr. Chair January 1, 2011 — January 1, 2013 Jewell Amos June 19, 2013 — January 1, 2015 Andrea Cohen July 23, 2013 — January 1, 2016 Joe D. Coulter January 1, 2013 — January 1, 2016 Diane Finnerty January 1, 2011 — January 1, 2013 Shams Ghoneim January 1, 2012 — January 1, 2015 Kim Hanrahan January 1, 2012 — January 1, 2012 Harry Ohnstead, Vice Chair January 1, 2013 — January 1, 2016 August 20, 20133 3 Staff corrected error on page 8 on October 4, 2013. (Right to Sue is 0, it was previously reported as 3). M O o O e e- a N e O O O p p O p V) O OI N N M M O M e W o OD o O O O O O H NI O NI m NI NI m O £I OMf N e M N O O N p O ep p � m t7 vl OI w al 0 OI a O N N V M o vi e Ui e O e O O O O nj pj (p O M MOI Veil MI //}� cu �N/ M 0 m i.j N w rn W 0 N O e O (V i O V e N 0 N O o O c 7 lV o N Q V) Oi N O fV nO �4-0 �I U m I m M {pp M M e e e e e o e o ` 0 0 b 0 0 m 0 0 m 0 0 Y > Y > 9 7 L Ol M ` 41 � V a •� m � w Q v w c � � & l0 d w Q c R V 0 1 Y 'E Y R Y m Y Y E Y a v Y m r 16 LL 22 Q m V m LL 68 M 1 M V� LL 1 2 II OI o 0 O M ^ e O O O O O O O N h M + 7 G O r < r N N � o O O O {p O O o O O th (p M W W H M N W N N V W e N c a O O O O O e N o m p N r NCNI W N f V t+1 IR OW a O O Y O O O O 11 n N W o 1i O e"' O O a O O O � Lm� N M O M 7 O r < r N 0 o a O O N aD p O _O NCNI N f V t+1 IR O O o 0 O O n N M �(j W m 7 N0 V o e V O O b d 9 C M M N V r+ v d V IL N Youth Report — Page 1 of 9 IOWA CITY POLICE DEPARTMENT YOUTH REPORT - 2013 Completed by Sgt. Vick/ Lalla 096 January24, 2014 The Iowa City Police Department dedicates resources to directly and indirectly address youth -related issues and behaviors. Enforcement efforts are meant to address and modify inappropriate and illegal behaviors. Educational and interactive activities are meant to encourage and model responsible behaviors and prevent inappropriate behaviors. Enforcement Activities In 2013 the Iowa City Police Department responded to 424 calls for service specifically classified as juvenile related complaints. This number does not encompass all juvenile related calls for service, as the original call for service may not have been classified as involving juveniles, but was listed by the type of incident, for example, shoplifting. In 2012 police responded to 386 complaints. In 2011 police responded to 437 calls classified as juvenile complaints. In 2010 police responded to 386 juvenile complaint calls for service. In 2013 the Grantwood and Wetherby neighborhoods had the highest numbers of juvenile complaints with 51 each. 2012 TOP 5 NEIGHBORHOODS FOR JUVENILE RELATED COMPLAINTS Neighborhood 2013 2012 2011 2010 Grantwood 51 65 95 83 Northwest 30 38 33 22 Wetherby51 35 36 29 Southeast 24 27 28 12 Downtown 33 26 39 62 Miller Orchard 33 1.5 07 13 The most common crime juveniles were charged with in 2013 was, again, Theft 5t' Degree, with 86 charges. In total there were 407 criminal charges referred to Juvenile Court in 2013, compared to 485 in 2012, 459 charges in 2011 and 467 charges in 2010. 0 Youth Report — Page 2 of 9 TOP 5 JUVENILE CRIMES Year Chaes V5— 2013 Theft 86 Disorderly Conduct — 40 Juvenile Curfew Violation — 30 Simple Assault — 25 PCs - 22 2012 Theft 5,n — 73 Disorderly Conduct - 66 Juvenile Curfew Violation — 35 Simple Assault — 23 PCS - 21 /interference w/Official Acts- 21 2011 Disorderly Conduct - 60 Juvenile Curfew Violation — 47 Theft e — 36 PAULA (Possess Alcohol under the Legal Age) — 24 Sim pie Assault — 23/Possess Tobacco - 23 2010 Theft 54-89 Disorderly Conduct — 68 Possess Controlled Substance (PCS) 36 Curfew — 27/Assault w/Injury — 27 Possess Tobacco - 24 Juvenile Curfew Ordinance The Juvenile Curfew Ordinance prohibits persons under designated ages from being in any public place between set hours. The focus of this ordinance is to address the issue of unsupervised juveniles becoming the victim of a crime and/or becoming involved in problems during the overnight hours. Iowa City Police began enforcing the curfew ordinance in March, 2010. From March through December 2010, Iowa City Police had 45 contacts regarding the curfew. Out of the 45 contacts, 32 youth received citations and 13 were warned. In 2011 there were 61 contacts, with 47 citations issued as a result of the contact. In 2012 there were 42 contacts with 35 citations issued and the youngest person cited was 13 years old. 30 citations and 1 warning were issued over the course of 2013. The month with the most contacts in 2013 was June, with 8 contacts, but notably, there were no contacts for curfew violations in October or November. Contacts occurred in the Downtown area most often with 10 contacts, followed by 7 contacts in the Grantwood neighborhood. 22 of the 31 juveniles contacted by police for curfew violations were not residents of Iowa City. In 2012, 24 of the 42 contacts were residents of Iowa City. 17 of the juveniles charged with a curfew violation were also charged with one or more additional violations and 2 of the juveniles were charged with curfew violation twice during the same month. 70 Youth Report — Page 3 of 9 2013 Juvenile Curfew Contact Demographics CITATIONS WARNINGS TOTAL Contacts 30 2 32 Male 21 2 23 Female 9 0 9 White 26 0 26 Black 4 2 6 White/Hispanic 3 0 3 Other/Asian 0 0 0 Unknown 0 0 0 Alcohol and Tobacco Operating while Intoxicated (OWI) and .02 ("Zero Tolerance") violations: In an effort to keep the city streets safer, the Iowa City Police Department continues proactive enforcement to detect impaired drivers. In 2013, there were 81 drivers under 21 -years -of -age, the legal age of consumption, arrested for OWI. 5 of the 81 under aged drivers arrested for OWI were under the age of 18. The youngest was 16 years old. OWI Arrests of Driver's Under the Leaal Aae 2013 81 2012 79 2011 95 2010 64 2009 98 2008 118 71 Youth Report — Page • In 2013, an additional 28 drivers were in violation of Iowa's "Zero Tolerance" rules — less than 21 -years -of -age and with a BAC greater than .02 but less than .08. Zero Tolerance/.02 Violations 2013 28 2012 22 2011 15 2010 32 2009 34 2008 27 Public Intoxication: Most arrests for Public Intoxication by the Iowa City Police Department continue to be in response to citizen complaints about inappropriate or unsafe behavior. In 2013, 239 persons under the legal age were arrested for Public Intoxication. Of those under 21 years old arrested for public intoxication, 13 were under the age of 18. The youngest age charged was15. Public Intoxication Arrests of Persons Under the Lecal Ace 2013 239 2012 359 2011 495 2010 285 2009 451 2008 457 Bar/Alcohol Checks: The Iowa City Police Department continues to conduct bar checks on a regular basis. Enforcement activity is done as part of regular duties and as directed patrol when staffing allows. Bar checks and other under age alcohol enforcement activities are often conducted under efforts funded by grants awarded to the Department. In 2013, 415 persons were charged with Possession of Alcohol Under the Legal Age (PAULA). Of the 415 cited, 13 were under the age of 18 and the youngest person charged was 16 years old. 72 Youth Report — Page 5 of 9 YEARLY PAULA CHARGES 2013 415 2012 255 2011 538 2010 529 2009 852 2008 879 In June of 2010 the City of Iowa City changed the ordinance banning persons under the age of 19 from being in a bar after 10pm to include all persons under the age of 21 years. In 2013, 118 persons were charged with Person Under 21 in a Bar After 10pm. Of the 118 cited, only 1 was under the age of 18, and that person was 17 years old. YEARLY UNDER 19/21 CHARGES 2013 118 2012 178 2011 51 2010 163 2009 90 2008 70 The Iowa City Police Department also conducts compliance checks ("stings") relating to the proper sale and delivery of age -restricted alcohol products by retailers. Underage persons enter licensed alcohol establishments and attempt to purchase alcohol under the observation and control of officers. In 2013, a total of 342 individual checks were done resulting in 39 charges of Sales of Alcohol to Underage Person. This is considered a failure for the licensee holder. Alcohol Compliance Checks of Licensee Holders Year Checks Charges/Failures 2013 342 39 2012 258 33 2011 149 1g 2010 25 3 2009 79 14 2008 69 9 Tobacco Checks • The Police Department continued tobacco checks of all tobacco permit holders. Like the alcohol compliance checks, the tobacco checks relate to the proper sale and delivery of age -restricted tobacco products by 73 Youth Report — Page 6 of 9 retailers. Underage persons enter establishments and attempt to purchase tobacco products under the observation and control of officers. In 2013, 50 tobacco checks were conducted resulting in 11 Sales of Tobacco to Minor charges Tobacco Compliance Checks Year Checks Charges/Failures 2013 50 11 2012 135 25 2011 10 0 2010 113 11 2009 119 5 2008 123 13 • Additionally in 2013, 6 minors were charged with Underage Use of Tobacco Products. Underage Use of Tobacco Charges by Year 2013 6 2012 14 2011 23 2010 24 2009 25 2008 32 Educational and Interactive Activities Officer School Visits: Day Watch patrol officers on the Iowa City Police Department continued to make regular visits to schools in their assigned areas. Officers are encouraged to interact with students during these visits. Patrol Officers logged 312 school visits in 2013. The Crime Prevention Officer and the Juvenile Investigator also maintained a consistent presence in the schools. School Visits by Patrol Division 2013 312 2012 89 2011 84 2010 76 2009 82 2008 89 74 Youth Report — Page 7 of 9 Iowa City Police Officers' Association (ICPOA) • Donations were again given to three area high schools (City High, West High, and Regina) for supervised activities following prom dances — "Party after the Prom". • The ICPOA makes donations to area non -profits working with youth and their families. Donations were made to: Other: Rabiner Treatment Center United Action for Youth Big Brothers/Big Sisters Horizon's Survivor Program Fas Trac Special Olympics Four Oaks Linda Severson Memorial Coats for Kids The ICPOA continued the Shop with a Cop program in 2013. Children chosen for the program this year were children in foster care or who had suffered a traumatic event during the past year. The children were paired up with police officers to shop for holiday gifts and clothing at the Iowa City Walmart. An Iowa City Police Officer serves on the board for Prevent Child Abuse - Johnson County. The Iowa City Police Department maintained on presence on the Partnership on Alcohol Safety (PAS) Steering Committee. This is committee of representatives from the University of Iowa, community leaders, business owners, and social service workers to address underage drinking in the community. • The women of the Iowa City Police Department again participated in Girls on the Run. This program fosters positive personal development in girls in second through sixth grade through training for a 5k run. In 2011 the position of Juvenile Investigator was created. Investigator Kevin Bailey was selected for the 5 year rotating position. Investigator Bailey continues to review all juvenile related reports and charges. He conducts further investigation into incidents, follows up with families, and tracks cases through the juvenile court system. Investigator Bailey is also involved in preventative endeavors by being available as a resource for the schools, parents, and community groups. He organized and 75 Youth Report — Page 8 of 9 participated in a K2 Synthetic Marijuana Awareness Parade. In 2013, Investigator Kevin Bailey completed training at Georgetown University which focused on disproportionate minority representation in the criminal justice system and with developing a program to bring that number more in line with the percentage of minorities in the community. He has been assigned to work on a capstone project with other community members who participated in the training. In this project the Iowa City Police Department will work with the Iowa City Community School District, Juvenile Court and other committee members to address the disproportionate referrals to juvenile court on charges of disorderly conduct originating at the schools. They are working to develop a diversion plan specifically targeting disorderly conduct charges that happen on school property and will look at expanding that to other charges once they can evaluate how this program works. In 2013 Crime Prevention Officer Jorey Bailey continued to be involved in fostering positive relationships with community youths by participating in the following programs: o School Notifications o FAS TRAC o Children of Promise o Safety Village o School Attendance Task Force o Iowa City Area Polar Plunge (Special Olympics) o Johnson County Shoplifter Diversion Program o Child Protection Team o Restorative Justice Board o Crisis Center Committee o Strive for Success (mentoring and tutoring) o Badges for Baseball Recommendations and Evaluation In 2013 the Iowa City Police Department saw a slight increase in juvenile related calls for service, but a decrease in criminal charges filed against juveniles. Theft in the 5t' Degree was the most commonly charged offense against juveniles in 2013, showing a minor increase from the number of Theft 5th charges filed in 2012. Although Disorderly Conduct remained one of the most charged crimes against juveniles, there was a noticeable drop in the number of charges filed between 2012 and 2013. The Grantwood and Wetherby neighborhoods had the highest number of juvenile calls during 2013 with 51 in each neighborhood. The number dropped slightly in the Grantwood neighborhood from 2012, but increased in the Wetherby neighborhood. The influence and involvement of Crime Prevention Officer Jorey Bailey and Juvenile Investigator Kevin Bailey should remain focused on these areas to continue in an effort to decrease 76 Youth Report — Page 9 of 9 juvenile complaints and increase stability in neighborhoods. The addition of Neighborhood Resource Officer Derek Frank in June of 2013 should also have an impact on neighborhood related issues, especially those revolving around juveniles. Plans are in progress for the ICPD to sponsor a Juvenile Academy, similar to the Citizen's Police Academy, directed toward at -risk community youth. There was no notable change in alcohol related charges involving minors between 2012 and 2013. This is likely the result of increased enforcement efforts and the ability to focus on behaviors outside of the bar district as a result of the 21 ordinance established in 2010. The number of drivers under 21 impaired by drugs or alcohol remained very low. Grant Funding through the Governor's Traffic Bureau and other grant resources, compliance checks on licensed alcohol establishments, and education should continue to be used towards deterring impaired driving and underage drinking. The Iowa City Police Officers' Association should, and will, continue to support youth -related programs through monetary donations and officer involvement. These efforts are invaluable in demonstrating to the community the commitment to youth held by the members of the police department. Patrol, Investigations, and Crime Prevention all play important roles in the quality of life for area youth. Continued concentration on reducing juvenile crime and addressing juvenile issues through enforcement efforts, training, and community involvement should remain a priority in 2014 for the Iowa City Police Department. 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1130 Seymour AVE KM TAKEN 13152790 10/9/2013 2:54:35 PM CRIMINAL INCIDENT REPORT 1130 Seymour AVE MISCNANDALISM TAKEN 13137357 9/12/2013 3:09:17 PM E1 MED GEN CODE 2 PT NOT 1130 Seymour AVE TRANSPORTED 13114991 8/4/2013 8:24:13 PM E1 UNCONSCIOUS PT TRANSPORTED 1130 Seymour AVE SUBJ 13164894 10/31/20134:20:15 FI BUILDING FIRE COMPLETED 1130 Seymour AVE PM ALARM 13114992 8/4/2013 8:24:13 PM F1 EMS COMPLETED 1130 Seymour AVE 13139424 9/16/2013 9:39:48 AM F1 INFO COMPLETED 1130 Seymour AVE 13073066 5/20/2013 1:24:08 PM F1 INFO COMPLETED 1130 Seymour AVE 13164895 10/31/2013 4:20:15 FIRE RESPONSE COMPLETED 1130 Seymour AVE PM LAW 13157058 10/17/2013 2:22:23 JUV/GENERAL INCIDENT REPORT 1130 Seymour AVE PM TAKEN 13149753 10/4/2013 3:33:27 PM JUWGENERAL INCIDENT REPORT 1130 Seymour AVE TAKEN 13137352 9/12/2013 3:05:20 PM JUV/GENERAL COMPLETED 1130 Seymour AVE 13080641 6/4/2013 12:17:38 AM JUV/GENERAL COMPLETED 1130 Seymour AVE 13061298 4/29/2013 4:25:02 PM JUV/GENERAL INCIDENT REPORT 1130 Seymour AVE TAKEN 13061153 4/29/2013 11:26:41 JUV/GENERAL INCIDENT REPORT 1130 Seymour AVE AM TAKEN 13057625 4/23/2013 12:44:23 JUV/GENERAL INCIDENT REPORT 1130 Seymour AVE PM TAKEN 13018062 2/6/2013 2:21:48 PM JUV/GENERAL COMPLETED 1130 Seymour AVE 13004844 1/11/2013 8:58:37 AM JUV/GENERAL INCIDENT REPORT 1130 Seymour AVE TAKEN 13001195 1/3/2013 12:52:55 PM JUV/GENERAL CANCEL BY COMPL 1130 Seymour AVE 13114993 8/4/2013 8:24:13 PM MEDICAL RESPONSE COMPLETED 1130 Seymour AVE LAW 13168120 11/5/2013 10:24:38 OUT FOR COMPLETED 1130 Seymour AVE PM INVEST/FOLLOW UP KM 13167796 11/5/2013 8:32:45 AM PROPERTY/FOUND INCIDENT REPORT 1130 Seymour AVE 99 TAKEN 13137330 9/12/2013 2:01:14 PM PUBLIC ASSIST CANCEL BY COMPL 1130 Seymour AVE 13195672 12/31/2013 2:08:21 SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1130 Seymour AVE AM RSNEH 13065630 5/7/2013 11:45:25 AM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1130 Seymour AVE RSNEH 13062515 5/1/2013 3:32:07 PM SUSPICIOUS/ACT/PE EXTRA PATROL 1130 Seymour AVE RSNEH 13059311 4/26/2013 11:26:17 SUSPICIOUS/ACT/PE INFORMATION 1130 Seymour AVE AM RSNEH 13043859 3/28/2013 6:40:21 AM SUSPICIOUS/ACT/PE COMPLETED 1130 Seymour AVE RSNEH 13007635 1/17/2013 6:58:08 AM SUSPICIOUS/ACT/PE UNABLE TO 1130 Seymour AVE RSNEH CONTACT 13133769 9/6/2013 12:03:16 PM THREATS COMPLETED 1130 Seymour AVE 13046778 4/2/2013 1:50:02 PM TR/RECKLESS COMPLETED 1130 Seymour AVE DRIVER 13189909 12/18/2013 8:20:21 TR/SCHOOL PATROL COMPLETED 1130 seymour ave AM 13187342 12/13/2013 8:08:00 TR/SCHOOL PATROL COMPLETED 1130 seymour ave AM 13178321 11/25/2013 8:01:20 TR/SCHOOL PATROL COMPLETED 1130 seymour ave AM 13175548 11/20/2013 8:00:15 TR/SCHOOL PATROL COMPLETED 1130 seymour ave AM 13169266 11/8/2013 8:25:47 AM TR/SCHOOL PATROL COMPLETED 1130 seymour ave 13145238 9/26/2013 8:11:08 AM TR/SCHOOL PATROL COMPLETED 1130 seymour ave 13144132 9/24/2013 8:10:19 AM TR/SCHOOL PATROL COMPLETED 1130 seymour ave 13129328 8/30/2013 8:13:30 AM TR/SCHOOL PATROL COMPLETED 1130 Seymour Ave 13123813 8/21/2013 7:59:08 AM TR/SCHOOL PATROL COMPLETED 1130 Seymour AVE 13066684 5/9/2013 7:58:15 AM TR/SCHOOL PATROL COMPLETED 1130 Seymour Ave 13043878 3/28/2013 8:03:46 AM TR/SCHOOL PATROL COMPLETED 1130 seymour ave 13156545 10/16/2013 3:34:52 WELFARE CHECK COMPLETED 1130 Seymour AVE PM 13118226 8/10/2013 8:11:05 PM WELFARE CHECK UNABLE TO LOCATE 1130 Seymour AVE 13138455 9/14/201311:24:12 ANIMAUCALL UNABLE TO LOCATE 1355 Deforest Ave AM GENERAL 13136761 9/11/2013 2:17:23 PM ANIMAUCALL COMPLETED 1355 Deforest Ave GENERAL 13136744 9/11/2013 1:42:55 PM ANIMAUCALL UNABLE TO LOCATE 1355 Deforest Ave GENERAL 99 13122249 8/18/2013 10:02:54 ANIMAL/CALL UNABLE TO LOCATE 1355 Deforest Ave AM GENERAL 13111593 7/29/2013 6:32:50 PM ANIMAUCALL COMPLETED 1355 Deforest Ave GENERAL 13095782 7/1/2013 7:25:25 AM CRIMINAL INCIDENT REPORT 1355 Deforest Ave MISCNANDALISM TAKEN 13053269 4/14/2013 5:36:28 PM DIST/DOMESTIC ARREST MADE 1355 Deforest Ave 13110963 7/28/2013 11:01:34 DIST/FIGHT IN WARNING ISSUED 1355 Deforest Ave AM PROGRESS VERBAL 13138837 9/15/2013 1:01:20 AM E1 MED GEN CODE 2 PT TRANSPORTED 1355 Deforest Ave 13053271 4/14/2013 5:43:48 PM E1 MED GEN CODE 2 PT TRANSPORTED 1355 Deforest Ave 13154603 10/12/2013 6:26:37 F1 BUILDING FIRE COMPLETED 1355 Deforest Ave PM ALARM 13076208 5/26/2013 6:39:27 PM F1 BUILDING FIRE COMPLETED 1355 Deforest Ave ALARM 13054544 4/17/2013 11:18:13 F1 BUILDING FIRE COMPLETED 1355 Deforest Ave AM ALARM 13160624 10/24/2013 9:33:26 F1 INFO INFORMATION 1355 Deforest Ave AM 13065110 5/6/2013 1:56:37 PM F1 INFO COMPLETED 1355 Deforest Ave 13154604 10/12/2013 6:26:37 FIRE RESPONSE COMPLETED 1355 Deforest Ave PM LAW 13076209 5/26/2013 6:39:27 PM FIRE RESPONSE COMPLETED 1355 Deforest Ave LAW 13054545 4/17/2013 11:18:13 FIRE RESPONSE COMPLETED 1355 Deforest Ave AM LAW 13041122 3/22/2013 8:45:03 PM FOOT PATROL COMPLETED 1355 Deforest Ave 13049868 4/8/2013 11:28:57 AM JUV/GENERAL COMPLETED 1355 Deforest Ave 13048163 4/5/2013 10:02:41 AM JUV/GENERAL COMPLETED 1355 Deforest Ave 13041052 3/22/2013 5:28:47 PM JUV/GENERAL UNABLE TO LOCATE 1355 Deforest Ave 13020565 2/11/2013 9:19:20 AM JUV/GENERAL COMPLETED 1355 Deforest Ave 13138838 9/15/2013 1:03:06 AM MEDICAL RESPONSE COMPLETED 1355 Deforest Ave LAW 13033366 3/7/2013 1:57:29 PM MVA/HIT AND RUN PI INCIDENT REPORT 1355 Deforest Ave TAKEN 13136783 9/11/2013 2:53:06 PM MVA/PROPERTY INCIDENT REPORT 1355 Deforest Ave DAMAGE ACCIDENT TAKEN 13016939 2/4/2013 8:43:20 AM OUT FOR COMPLETED 1355 Deforest Ave INVEST/FOLLOW UP 13053281 4/14/2013 6:23:24 PM PAPER WARRANT ARREST 1355 Deforest Ave SERVICE/WARRANT OTHER AGENCY 13147469 9/30/2013 10:42:20 PROPERTY/FOUND INCIDENT REPORT 1355 Deforest Ave AM TAKEN 91 13013908 1/29/2013 9:01:13 AM PUBLIC ASSIST COMPLETED 1355 Deforest Ave 13122393 8/18/2013 4:42:18 PM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1355 Deforest Ave RS/VEH 13063421 5/3/2013 10:43:28 AM TR/PARKING PARKING TICKET 1355 Deforest Ave 13072915 5/20/2013 7:15:27 AM TR/ROAD HAZARD HANDLED BY OTHER 1355 Deforest Ave 1400 Grissel PI AGENCY AM 13186809 12/12/2013 8:14:22 TR/SCHOOL PATROL COMPLETED 1355 deforest ave 13123917 AM ANIMAL/CALL COMPLETED 13183657 12/6/2013 7:56:05 AM TR/SCHOOL PATROL COMPLETED 1355 Deforest Ave 13124469 8/22/2013 8:52:51 AM TR/SCHOOL PATROL COMPLETED 1355 Deforest Ave 13080140 6/3/2013 8:11:19 AM TR/SCHOOL PATROL COMPLETED 1355 DEFOREST AVE 13067211 5/10/2013 8:22:27 AM TR/SCHOOL PATROL COMPLETED 1355 DEFOREST AVE 13022675 2/15/2013 8:17:15 AM TR/SCHOOL PATROL COMPLETED 1355 deforest ave 13080923 6/4/2013 3:03:12 PM VEHICLE UNLOCK COMPLETED 1355 Deforest Ave 13159578 10/22/2013 5:01:47 ALARM/BURGLARY EMPL ERROR ALARM 1400 Grissel PI POLICING AM 13155254 10/14/2013 6:04:09 ALARM/BURGLARY CANCEL ENROUTE 1400 Grissel PI 1400 AM ALARM 13152941 10/9/2013 7:47:35 PM ALARM/BURGLARY EMPL ERROR ALARM 1400 Grissel PI 13060901 4/28/2013 9:04:32 PM ALARM/BURGLARY UNK CAUSE ALARM 1400 Grissel PI 13060780 4/28/2013 3:59:01 PM ALARM/BURGLARY UNK CAUSE ALARM 1400 Grissel PI 13022096 2/14/2013 6:46:23 AM ALARM/BURGLARY EMPL ERROR ALARM 1400 Grissel PI 13009709 1/21/2013 3:30:06 AM ALARM/BURGLARY UNK CAUSE ALARM 1400 Grissel PI 13175104 11/19/201310:49:56 ANIMAUCALL COMPLETED 1400 Grissel PI AM GENERAL 13123917 8/21/201311:42:05 ANIMAL/CALL COMPLETED 1400 Grissel PI AM GENERAL 13112641 7/31/2013 4:05:17 PM ANIMAUCALL COMPLETED 1400 Grissel PI GENERAL 13128288 8/28/2013 4:00:22 PM COMMUNITY COMPLETED 1400 Grissel PI POLICING 13048977 4/6/2013 5:55:23 PM COMMUNITY COMPLETED 1400 grissel pi POLICING 13011210 1/24/2013 8:58:02 AM CONTROLLED BURN INFORMATION 1400 Grissel PI INFO 13182267 12/3/2013 3:05:25 PM F1 BUILDING FIRE COMPLETED 1400 Grissel PI ALARM 13137199 9/12/2013 9:10:54 AM F1 INFO COMPLETED 1400 Grissel PI 92 13053516 4/15/2013 9:45:44 AM F1 INFO COMPLETED 1400 Grissel PI 13182268 12/3/2013 3:05:25 PM FIRE RESPONSE COMPLETED 1400 Grissel PI LAW 13057593 4/23/2013 11:06:44 INFO/ALL OTHER COMPLETED 1400 Grissel PI AM INFO 13048926 4/6/2013 4:10:12 PM INFO/ALL OTHER INFORMATION 1400 Grissel PI INFO 13015464 2/1/2013 11:43:48 AM INFO/ALL OTHER INFORMATION 1400 Grissel PI INFO 13012560 1/26/2013 2:14:04 PM INFO/ALL OTHER INFORMATION 1400 Grissel PI INFO 13148763 10/2/2013 9:32:21 PM PUBLIC ASSIST COMPLETED 1400 Grissel PI 13078022 5/30/2013 9:06:58 AM TR/PARKING COMPLETED 1400 Grissel PI 13137181 9/12/2013 8:36:10 AM TR/SCHOOL PATROL COMPLETED 1400 Grissel PI 13126881 8/26/2013 8:08:38 AM TR/SCHOOL PATROL COMPLETED 1400 grissel pi 13053479 4/15/2013 8:09:36 AM TR/SCHOOL PATROL COMPLETED 1400 grissel pi 13028939 2/27/2013 8:24:09 AM TR/SCHOOL PATROL COMPLETED 1400 Grissel PI 13181728 12/2/2013 1:28:02 PM 911 HANGUP COMPLETED 1930 Lakeside Dr 13078823 5/31/2013 7:38:29 PM 911 HANGUP COMPLETED 1930 Lakeside Dr 13078573 5/31/2013 10:36:16 911 HANGUP INFORMATION 1930 Lakeside Dr AM 13024941 2/19/2013 2:06:59 PM 911 HANGUP COMPLETED 1930 Lakeside Dr 13013938 1/29/2013 10:29:42 911 HANGUP COMPLETED 1930 Lakeside Dr AM 13003411 1/8/2013 9:17:44 AM 911 HANGUP INFORMATION 1930 Lakeside Dr 13195683 12/31/2013 2:55:42 ALARM/BURGLARY LINK CAUSE ALARM 1930 Lakeside Dr AM 13194829 12/29/2013 9:22:12 ALARM/BURGLARY LINK CAUSE ALARM 1930 Lakeside Dr AM 13193752 12/27/2013 12:11:58 ALARM/BURGLARY LINK CAUSE ALARM 1930 Lakeside Dr AM 13174253 11/17/2013 3:30:15 ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr PM 13169836 11/9/2013 9:03:34 AM ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr 13161940 10/26/2013 10:35:28 ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr AM 13137626 9/13/2013 1:43:27 AM ALARM/BURGLARY LINK CAUSE ALARM 1930 Lakeside Dr 13096913 7/3/2013 2:19:56 AM ALARM/BURGLARY ACTUAL ALARM 1930 Lakeside Dr 13087302 6/16/201310:05:42 ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr AM 93 13076340 5/26/2013 11:25:10 ALARM/BURGLARY LINK CAUSE ALARM 1930 Lakeside Dr PM 13030684 3/2/2013 8:53:29 AM ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr 13019477 2/9/2013 7:56:09 AM ALARM/BURGLARY CANCEL ENROUTE 1930 Lakeside Dr ALARM 13012646 1/26/2013 5:53:37 PM ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr 13002082 1/5/2013 10:10:10 AM ALARM/BURGLARY EMPL ERROR ALARM 1930 Lakeside Dr 13189985 12/18/2013 11:21:58 ANIMAUCALL COMPLETED 1930 Lakeside Dr AM GENERAL 13187477 12/13/20131:49:29 ANIMAUCALL COMPLETED 1930 Lakeside Dr PM GENERAL 13089518 6/20/2013 9:19:10 AM ANIMAL/K9 OTHER COMPLETED 1930 Lakeside Dr THAN TRAINING 13089517 6/20/2013 9:18:41 AM ANIMAUK9 OTHER COMPLETED 1930 lakeside dr THAN TRAINING 13177627 11/23/2013 6:34:03 ANIMAL/LOST COMPLETED 1930 Lakeside Dr PM 13195684 12/31/2013 3:05:51 ASSIST OTHER COMPLETED 1930 Lakeside Dr AM AGENCY 13016754 2/3/2013 9:04:47 PM ASSIST OTHER COMPLETED 1930 Lakeside Dr AGENCY 13167837 11/5/2013 9:45:23 AM CRIMINAL NO REPORT 1930 Lakeside Dr MISCNANDALISM 13167531 11/4/2013 5:52:08 PM CRIMINAL INCIDENT REPORT 1930 Lakeside Dr MISCNANDALISM TAKEN 13128109 8/28/2013 10:15:26 CRIMINAL COMPLETED 1930 Lakeside Dr AM MISCNANDALISM 13087774 6/17/2013 9:27:25 AM CRIMINAL INCIDENT REPORT 1930 Lakeside Dr MISCNANDALISM TAKEN 13048867 4/6/2013 1:37:53 PM DIST/DOMESTIC COMPLETED 1930 Lakeside Dr 13097253 7/3/2013 4:47:34 PM DIST/FIGHT IN COMPLETED 1930 Lakeside Dr PROGRESS 13067409 5/10/2013 3:45:59 PM DIST/FIGHT IN WARNING ISSUED 1930 Lakeside Dr PROGRESS VERBAL 13059505 4/26/2013 6:34:09 PM DIST/FIGHT IN UNFOUNDED 1930 Lakeside Dr PROGRESS 13037204 3/14/2013 6:39:54 PM DIST/FIGHT IN COMPLETED 1930 Lakeside Dr PROGRESS 13042816 3/26/201312:11:49 E1 MED GEN CODE 3 COMPLETED 1930 Lakeside Dr PM 13132415 9/4/2013 12:12:48 AM EXTRA PATROL EXTRA PATROL 1930 Lakeside Dr REQUEST 13121888 8/17/2013 8:18:15 PM EXTRA PATROL COMPLETED 1930 Lakeside Dr REQUEST 13104091 7/15/2013 4:44:56 PM EXTRA PATROL COMPLETED 1930 Lakeside Dr REQUEST 13102528 7/12/2013 10:32:25 EXTRA PATROL COMPLETED 1930 Lakeside Dr PM REQUEST 99 13102193 13096528 13088817 13081768 13066044 13063016 13096912 13096909 13042817 13140009 13096910 13097463 13062008 13189394 13163880 13131169 13089258 13083901 13012644 13135655 13135625 13077730 13072971 13072684 13068850 13061988 95 7/12/2013 8:55:46 AM EXTRA PATROL EXTRA PATROL REQUEST 7/2/2013 1:27:26 PM EXTRA PATROL COMPLETED REQUEST 6/19/2013 12:45:38 EXTRA PATROL AM REQUEST 6/6/2013 12:51:45 AM EXTRA PATROL COMPLETED REQUEST 5/8/2013 1:39:34 AM EXTRA PATROL COMPLETED REQUEST 5/2/2013 2:02:15 PM EXTRA PATROL COMPLETED REQUEST 7/3/20132:19:41 AM F1 BUILDING FIRE INFORMATION ALARM 7/3/2013 2:06:32 AM F1 BUILDING FIRE INFORMATION ALARM 3/26/201312:11:49 F1 EMS PM 1930 Lakeside Dr 9/17/201310:19:14 Fl INFO AM 1930 Lakeside Dr 7/3/2013 2:06:32 AM FIRE RESPONSE COMPLETED LAW 7/3/2013 10:11:47 PM FOOT PATROL 4/30/2013 7:22:16 PM FOOT PATROL 12/17/2013 7:58:15 INFO/ALL OTHER AM INFO 10/29/2013 5:51:44 INFO/ALL OTHER PM INFO 9/1/2013 4:28:46 PM INFO/ALL OTHER INFO 6/19/2013 8:04:52 PM INFO/ALL OTHER INFO 6/10/2013 8:19:47 AM INFO/ALL OTHER INFO 1/26/2013 5:50:46 PM INFO/ALL OTHER INFO 9/9/2013 12:50:46 PM JUWGENERAL 9/9/2013 11:46:00 AM JUV/GENERAL 5/29/2013 6:16:00 PM JUV/GENERAL 5/20/2013 9:28:43 AM JUV/GENERAL 5/19/2013 6:29:03 PM JUV/GENERAL 5/13/2013 7:41:18 AM JUV/GENERAL 4/30/2013 6:29:33 PM JUV/GENERAL INFORMATION 1930 lakeside dr EXTRA PATROL 1930 Lakeside Dr COMPLETED 1930 lakeside dr COMPLETED 1930 Lakeside Dr EXTRA PATROL 1930 Lakeside Dr EXTRA PATROL 1930 Lakeside Dr IGNORE 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr IGNORE 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr INFORMATION 1930 Lakeside Dr CANCEL BY COMPL 1930 Lakeside Dr CANCEL BY COMPL 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr UNABLE TO LOCATE 1930 Lakeside Dr 13053501 4/15/2013 8:51:28 AM JUV/GENERAL COMPLETED 1930 Lakeside Dr 13042818 3/26/2013 12:11:49 MEDICAL RESPONSE COMPLETED OUTWITH SUBJ PM LAW 6/4/2013 12:54:48 AM 13055707 4/19/2013 3:14:47 PM MVA/PROPERTY DECLINE REPORT 1930 Lakeside Dr 5/15/2013 4:31:05 PM DAMAGE ACCIDENT ON SCENE 13003535 1/8/2013 3:11:17 PM MVA/PROPERTY DECLINE REPORT DAMAGE ACCIDENT ON SCENE 13007662 1/17/2013 8:20:21 AM NARCOTICS INCIDENT REPORT TAKEN 13175735 11/20/20134:14:53 OUTFOR COMPLETED PM INVEST/FOLLOW UP 13093106 13070749 13048474 13115011 13081235 13080754 13080658 13076314 13191174 13089897 13070213 13065498 13010008 13163824 13144148 13089458 13088901 13088316 13088303 13083861 96 1930 Lakeside Dr 1930 Lakeside Dr 1930 Lakeside Dr 1930 Lakeside Dr 1930 Lakeside Dr 6/26/2013 1:52:48 PM OUT FOR COMPLETED 1930 Lakeside Dr INVEST/FOLLOW UP 5/16/2013 4:03:05 PM OUT FOR COMPLETED 1930 Lakeside Dr INVEST/FOLLOW UP 4/5/2013 9:21:15 PM OUT FOR COMPLETED 1930 Lakeside Dr INVEST/FOLLOW UP 8/4/2013 9:30:52 PM OUTWITH SUBJ 6/5/2013 1:20:28 AM OUTWITH SUBJ 6/4/2013 7:58:56 AM OUT WITH SUBJ 6/4/2013 12:54:48 AM OUTWITH SUBJ 5/26/2013 10:08:20 OUT WITH SUBJ PM 1930 Lakeside Dr 12/20/2013 2:20:19 PHONE REQUEST PM 1930 Lakeside Dr 6/20/2013 10:03:50 PUBLIC ASSIST PM 1930 Lakeside Dr 5/15/2013 4:31:05 PM PUBLIC ASSIST 5/7/2013 5:53:40 AM PUBLIC ASSIST 1/21/2013 9:12:54 PM PUBLIC ASSIST 10/29/2013 3:28:10 PM 9/24/2013 8:56:23 AM ASSIGNMENT 6/20/2013 6:41:48 AM SPECIAL ASSIGNMENT 6/19/2013 6:43:28 AM SPECIAL ASSIGNMENT 6/18/2013 7:43:18 AM SPECIAL ASSIGNMENT 6/18/2013 6:44:26 AM SPECIAL ASSIGNMENT 6/10/2013 6:46:10 AM SPECIAL ASSIGNMENT COMPLETED 1930 Lakeside Dr ARREST MADE 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr CHARGED/RELEASE 1930 Lakeside Dr D 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr EXTRA PATROL 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr SEXICHILD ABUSE INCIDENT REPORT 1930 Lakeside Dr TAKEN SPECIAL COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr COMPLETED 1930 Lakeside Dr 13104255 7/15/2013 10:50:22 SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1930 Lakeside Dr PM RSNEH 13099724 7/7/2013 7:05:10 PM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1930 Lakeside Dr RSNEH 13079550 6/1/2013 11:59:22 PM SUSPICIOUS/ACT/PE COMPLETED 1930 LAKESIDE DR RSNEH 13066555 5/8/201310:58:21 PM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13064454 5/5/2013 9:10:26 AM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13062004 4/30/2013 7:11:05 PM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13061823 4/30/2013 1:37:46 PM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13054910 4/18/2013 1:23:32 AM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13032231 3/5/2013 11:21:49 AM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 1930 Lakeside Dr RSNEH 13007167 1/16/2013 8:17:29 AM SUSPICIOUS/ACT/PE COMPLETED 1930 Lakeside Dr RSNEH 13057918 4/24/2013 12:49:30 TR/MOTORIST COMPLETED 1930 Lakeside Dr AM ASSIST 13022390 2/14/2013 6:16:53 PM TR/PARKING PARKING TICKET 1930 Lakeside Dr 13007418 1/16/2013 6:58:39 PM TR/PARKING PARKING TICKET 1930 Lakeside Dr 13132179 9/3/2013 3:23:25 PM TR/RECKLESS COMPLETED 1930 Lakeside Dr DRIVER 13115900 8/6/2013 3:48:41 PM TR/RECKLESS BROADCAST 1930 Lakeside Dr DRIVER 13060774 4/28/2013 3:35:09 PM TR/ROAD HAZARD COMPLETED 1930 Lakeside Dr 13037182 3/14/2013 5:59:26 PM TR/ROAD HAZARD REF TO CITY 1930 Lakeside Dr DEPARTMENT 13182645 12/4/2013 7:57:10 AM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13156911 10/17/2013 8:34:16 TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr AM 13156336 10/16/2013 8:13:38 TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr AM 13149538 10/4/2013 8:10:07 AM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13147927 10/1/2013 8:32:15 AM TR/SCHOOL PATROL COMPLETED 1930 lakeside dr 13147381 9/30/2013 7:58:28 AM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13145778 9/27/2013 8:01:08 AM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13141692 9/20/2013 8:10:21 AM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13046143 4/1/2013 8:04:45 AM TR/SCHOOL PATROL COMPLETED 1930 lakeside dr 97 13021715 2/13/2013 3:16:22 PM TR/SCHOOL PATROL COMPLETED 1930 Lakeside Dr 13175250 13155583 13147391 13128480 13069833 13039281 13016747 13185420 13127115 11/19/2013 4:10:30 TRAFFIC STOP PM 10/14/2013 8:10:02 TRAFFIC STOP PM 9/30/2013 8:08:12 AM TRAFFIC STOP 8/28/2013 10:08:18 TRAFFIC STOP PM 5/14/2013 10:37:15 TRAFFIC STOP PM 3/18/2013 9:05:54 PM TRAFFIC STOP 2/3/2013 8:54:50 PM TRAFFIC STOP 12/9/2013 1:32:20 PM 911 HANGUP 8/26/2013 3:39:30 PM 911 HANGUP WARNING ISSUED 1930 Lakeside Dr VERBAL WARNING ISSUED 1930 Lakeside Dr VERBAL TRAFFIC CITATION 1930 Lakeside Dr WARNING ISSUED 1930 Lakeside Dr VERBAL COMPLETED WARNING ISSUED 1930 Lakeside Dr VERBAL GENERAL WARNING ISSUED 1930 Lakeside Dr VERBAL 2/2/2013 2:49:18 PM TRAFFIC CITATION 1930 Lakeside Dr COMPLETED 2200 E Court St COMPLETED 2200 E Court St 13121083 8/16/2013 2:03:56 PM ANIMAUCALL COMPLETED 2200 E Court St F1 EMS AM GENERAL 13108821 7/24/2013 1:10:12 PM Fi tori 13016120 2/2/2013 2:49:18 PM ATTEMPT TO COMPLETED 2200 E Court St LOCATE 13193869 12/27/2013 8:25:47 E1 MED GEN CODE 3 UNABLE TO LOCATE 2200 E Court St AM 13180412 11/29/2013 4:11:55 E1 MED GEN CODE 3 PT TRANSPORTED 2200 E Court St PM 13173125 11/15/2013 5:14:50 E1 MED GEN CODE 3 PT NOT 2200 E Court St PM TRANSPORTED 13156347 10/16/2013 8:31:49 E1 MED GEN CODE 3 PT NOT 2200 E Court St AM TRANSPORTED 13137913 9/13/2013 2:45:12 PM E1 MED GEN CODE 3 PT NOT 2200 E Court St TRANSPORTED 13108820 7/24/2013 1:10:12 PM E1 MED GEN CODE 3 COMPLETED 2200 E Court St 13125158 8/23/2013 12:03:44 F1 BUILDING FIRE PM ALARM 13193870 12/27/2013 8:25:47 F1 EMS AM 13108821 7/24/2013 1:10:12 PM Fi tori 13168248 11/6/20136:56:51 AM F1 INFO 13167751 11/5/2013 6:33:16 AM F1 INFO 13139976 9/17/2013 9:19:12 AM F1 INFO 13046634 4/2/2013 6:32:58 AM F1 INFO 13042766 3/26/2013 9:53:48 AM F1 INFO 13033248 3/7/2013 9:11:53 AM F1 INFO 0 COMPLETED 2200 E Court St COMPLETED 2200 E Court St COMPLETED 2200 E Court St COMPLETED 2200 E Court St COMPLETED 2200 E Court St COMPLETED 2200 E Court St COMPLETED 2200 E Court St INFORMATION 2200 E Court St COMPLETED 2200 E Court St 13027893 2/25/2013 7:48:19 AM F1 INFO COMPLETED 2200 E Court St 13018907 2/8/2013 8:09:44 AM F1 INFO INFORMATION 2200 E Court St 13180413 11/29/2013 4:11:55 F1 MVA COMPLETED 2200 E Court St PM 13173126 11/15/2013 5:14:50 F1 MVA COMPLETED 2200 E Court St PM 13156346 10/16/2013 8:31:47 F1 MVA COMPLETED 2200 E Court St AM 13125159 8/23/2013 12:03:44 FIRE RESPONSE REF TO CITY 2200 E Court St PM LAW DEPARTMENT 13035836 3/12/2013 8:26:03 AM FRAUD/FORGERY INCIDENT REPORT 2200 E Court St TAKEN 13057572 4/23/2013 9:45:45 AM INFO/ALL OTHER COMPLETED 2200 E Court St INFO 13032318 3/5/2013 2:53:39 PM JUV/GENERAL UNABLE TO LOCATE 2200 E Court St 13016121 2/2/2013 2:51:54 PM KIDNAPPING HANDLED BY OTHER 2200 E Court St AGENCY 13193871 12/27/2013 8:25:47 MEDICAL RESPONSE UNABLE TO LOCATE 2200 E Court St AM LAW 13108822 7/24/2013 1:10:12 PM MEDICAL RESPONSE COMPLETED 2200 E Court St LAW 13180411 11/29/2013 4:11:55 MVA/PERSONAL INCIDENT REPORT 2200 E Court St PM INJURYACCIDENT TAKEN 13173124 11/15/2013 5:14:50 MVA/PERSONAL INCIDENT REPORT 2200 E Court St PM INJURYACCIDENT TAKEN 13137911 9/13/2013 2:42:53 PM MVA/PERSONAL INCIDENT REPORT 2200 E Court St INJURY ACCIDENT TAKEN 13156344 10/16/2013 8:29:54 MVA/PROPERTY COMPLETED 2200 E Court St AM DAMAGE ACCIDENT 13156343 10/16/2013 8:29:31 MVA/PROPERTY INCIDENT REPORT 2200 E Court St AM DAMAGE ACCIDENT TAKEN 13108831 7/24/2013 1:28:11 PM OUT WITH SUBJ COMPLETED 2200 E Court St 13187452 12/13/2013 12:27:27 PROPERTY/FOUND COMPLETED 2200 a court st PM 13085418 6/12/2013 11:48:54 SUSPICIOUS/ACT/PE COMPLETED 2200 E Court St PM RSNEH 13061578 4/30/2013 4:52:36 AM SUSPICIOUS/ACT/PE COMPLETED 2200 E Court St RSNEH 13007671 1/17/2013 8:32:37 AM SUSPICIOUS/ACT/PE COMPLETED 2200 E Court St RSNEH 13085189 6/12/2013 4:27:44 PM THEFT INCIDENT REPORT 2200 E Court St TAKEN 13107783 7/22/2013 11:47:58 TR/PARKING IGNORE 2200 E Court St AM 13042238 3/25/2013 8:21:03 AM TR/SCHOOL PATROL COMPLETED 2200 E Court St 13122673 8/19/2013 5:56:43 AM TRAFFIC STOP TRAFFIC CITATION 2200 E Court St 13113734 8/2/2013 4:26:54 PM TRAFFIC STOP TRAFFIC CITATION 2200 E Court St m 13097828 7/4/2013 3:55:40 PM TRAFFIC STOP WARNING ISSUED 2200 E Court St VERBAL 13017830 2/6/2013 1:42:53 AM TRAFFIC STOP WARNING ISSUED 2200 E Court St VERBAL 13010878 1/23/2013 4:00:33 PM TRAFFIC STOP WARNING ISSUED 2200 E Court St VERBAL 13178859 11/26/2013 8:38:29 ANIMAL/CALL UNABLE TO LOCATE 300 Teeters Ct AM GENERAL 13029024 2/27/2013 12:10:32 ANIMAL/CALL COMPLETED 300 Teeters Ct PM GENERAL 13009183 1/19/2013 11:01:09 ANIMAL/CALL UNABLE TO LOCATE 300 Teeters Ct PM GENERAL 13029542 2/28/2013 1:57:36 PM EXTRA PATROL EXTRA PATROL 300 Teeters Ct REQUEST 13027973 2/25/2013 10:46:05 EXTRA PATROL COMPLETED 300 Teeters Ct AM REQUEST 13128888 8/29/2013 2:38:52 PM F1 BUILDING FIRE COMPLETED 300 Teeters Ct ALARM 13066715 5/9/2013 9:13:21 AM F1 BUILDING FIRE COMPLETED 300 Teeters Ct ALARM 13024265 2/18/2013 7:21:29 AM F1 BUILDING FIRE CANCEL BY COMPL 300 Teeters Ct ALARM 13139980 9/17/2013 9:27:06 AM F1 INFO COMPLETED 300 Teeters Ct 13139407 9/16/2013 9:01:14 AM F1 INFO COMPLETED 300 Teeters Ct 13088372 6/18/2013 9:47:43 AM F1 INFO COMPLETED 300 Teeters Ct 13051294 4/11/2013 9:29:01 AM F1 INFO INFORMATION 300 Teeters Ct 13128927 8/29/2013 3:55:44 PM F1 INVESTIGATION COMPLETED 300 Teeters Ct 13128889 8/29/2013 2:38:52 PM FIRE RESPONSE HANDLED BY OTHER 300 Teeters Ct LAW AGENCY 13066716 5/9/2013 9:13:21 AM FIRE RESPONSE IGNORE 300 Teeters Ct LAW 13024266 2/18/2013 7:21:29 AM FIRE RESPONSE IGNORE 300 Teeters Ct LAW 13029492 2/28/2013 11:30:14 INFO/ALL OTHER COMPLETED 300 Teeters Ct AM INFO 13036398 3/13/2013 10:37:19 INFO/DOC INFORMATION 300 Teeters Ct AM 13140687 9/18/2013 3:27:13 PM MVA/PROPERTY DECLINE REPORT 300 Teeters Ct DAMAGE ACCIDENT ON SCENE 13168119 11/5/2013 10:23:11 OUT FOR COMPLETED 300 Teeters Ct PM INVEST/FOLLOW UP 13141821 9/20/2013 1:49:33 PM PUBLIC ASSIST COMPLETED 300 Teeters Ct 13123226 8/20/2013 8:07:41 AM SPECIAL COMPLETED 300 Teeters Ct ASSIGNMENT 100 13130674 8/31/2013 9:32:25 PM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 300 Teeters Ct 101 RSNEH 13109240 7/25/2013 7:59:03 AM TR/PARKING VEHICLE TOWED 300 Teeters Ct 13073509 5/21/2013 8:18:46 AM TR/PARKING COMPLETED 300 Teeters Ct 13189391 12/17/2013 7:52:59 TR/SCHOOL PATROL COMPLETED 300 Teeters Ct AM 13186474 12/11/2013 2:42:06 TR/SCHOOL PATROL COMPLETED 300 Teeters Ct PM 13186453 12/11/2013 1:33:12 TR/SCHOOL PATROL COMPLETED 300 Teeters Ct PM 13185823 12/10/2013 8:12:37 TR/SCHOOL PATROL WARNING ISSUED 300 Teeters Ct AM VERBAL 13153709 10/11/2013 7:52:53 TR/SCHOOL PATROL COMPLETED 300 Teeters Ct AM 13153179 10/10/2013 8:04:10 TR/SCHOOL PATROL PARKING TICKET 300 Teeters Ct AM 13139948 9/17/2013 7:59:19 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13132547 9/4/2013 8:03:03 AM TR/SCHOOL PATROL PARKING TICKET 300 Teeters Ct 13080128 6/3/2013 7:56:32 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13077975 5/30/2013 7:47:58 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13069354 5/14/2013 7:46:17 AM TR/SCHOOL PATROL PARKING TICKET 300 Teeters Ct 13062845 5/2/2013 7:52:14 AM TR/SCHOOL PATROL PARKING TICKET 300 Teeters Ct 13059184 4/26/2013 7:49:28 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13058566 4/25/2013 7:46:00 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13049785 4/8/2013 7:58:59 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13044039 3/28/2013 1:50:02 PM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13033803 3/8/2013 8:02:23 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13029959 3/1/2013 8:09:38 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13025316 2/20/2013 8:04:01 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13015013 1/31/2013 2:03:26 PM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13011346 1/24/2013 1:52:32 PM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13006197 1/14/2013 8:07:55 AM TR/SCHOOL PATROL COMPLETED 300 Teeters Ct 13190593 12/19/2013 2:08:30 911 HANGUP NO REPORT 3850 Rohret RD PM 101 13188906 12/16/2013 8:48:10 911 HANGUP INFORMATION 3850 Rohret RD AM 13157605 10/18/2013 2:08:35 911 HANGUP COMPLETED 3850 Rohret RD PM 13157545 10/18/2013 12:27:44 911 HANGUP COMPLETED 3850 Rohret RD PM 13129365 8/30/2013 9:29:44 AM 911 HANGUP COMPLETED 3850 Rohret RD 13195149 12/30/2013 7:17:16 ALARM/BURGLARY EMPL ERROR ALARM 3850 Rohret RD AM 13187987 12/14/2013 12:21:40 ALARM/BURGLARY UNK CAUSE ALARM 3850 Rohret RD PM 13092861 6/26/2013 12:45:44 ALARM/BURGLARY LINK CAUSE ALARM 3850 Rohret RD AM 13001952 1/5/2013 12:19:09 AM ALARM/BURGLARY EMPL ERROR ALARM 3850 Rohret Rd 13069177 5/13/2013 9:07:42 PM ANIMAL/CALL COMPLETED 3850 Rohret RD GENERAL 13170898 11/11/201310:07:06 ANIMAL/FOUND CANCEL BY COMPL 3850 Rohret RD AM 13097727 7/4/2013 10:46:07 AM ANIMAL/FOUND COMPLETED 3850 Rohret RD 13098916 7/6/2013 7:55:06 AM EXTRA PATROL COMPLETED 3850 Rohret Rd REQUEST 13068479 5/12/2013 8:12:39 AM EXTRA PATROL COMPLETED 3850 Rohret Rd REQUEST 13056707 4/21/2013 9:42:04 AM EXTRA PATROL COMPLETED 3850 Rohret Rd REQUEST 13045757 3/31/2013 8:12:43 AM EXTRA PATROL COMPLETED 3850 Rohret Rd REQUEST 13027509 2/24/2013 10:52:53 EXTRA PATROL COMPLETED 3850 Rohret Rd AM REQUEST 13009351 1/20/2013 8:29:00 AM EXTRA PATROL COMPLETED 3850 Rohret Rd REQUEST 13031767 3/4/2013 11:45:03 AM F1 BUILDING FIRE COMPLETED 3850 Rohret Rd ALARM 13144174 9/24/2013 9:27:33 AM F1 INFO COMPLETED 3850 Rohret RD 13139409 9/16/2013 9:06:33 AM F1 INFO COMPLETED 3850 Rohret RD 13048177 4/5/2013 10:46:30 AM F1 INFO INFORMATION 3850 Rohret Rd 13048139 4/5/2013 8:55:55 AM F1 INFO INFORMATION 3850 Rohret Rd 13031768 3/4/2013 11:45:03 AM FIRE RESPONSE CANCEL ENROUTE 3850 Rohret Rd LAW ALARM 13165523 11/1/2013 2:58:45 PM INFO/ALL OTHER INFORMATION 3850 Rohret RD INFO 13097282 7/3/2013 5:37:02 PM INFO/ALL OTHER INFORMATION 3850 Rohret RD INFO 13087456 6/16/2013 5:18:39 PM JUV/GENERAL WARNING ISSUED 3850 Rohret RD VERBAL 102 13080603 6/3/2013 10:40:38 PM JUV/GENERAL COMPLETED 3850 Rohret RD 13172905 11/15/2013 9:03:12 MISSING/JUVENILE COMPLETED 3850 Rohret RD AM 13055652 4/19/2013 1:28:22 PM OUT FOR COMPLETED 3850 Rohret Rd INVEST/FOLLOW UP 13066121 5/8/2013 7:50:06 AM PHONE REQUEST COMPLETED 3850 Rohret Rd 13055584 4/19/201310:21:26 PUBLIC ASSIST COMPLETED 3850 Rohret Rd AM 13029753 2/28/2013 10:19:49 PUBLIC ASSIST COMPLETED 3850 Rohret Rd PM 13028501 2/26/2013 10:49:01 PUBLIC ASSIST COMPLETED 3850 Rohret Rd AM 13141992 9/20/2013 6:57:01 PM SUSPICIOUS/ACT/PE COMPLETED 3850 Rohret RD RS/VEH 13130183 8/31/2013 10:56:04 SUSPICIOUS/ACT/PE COMPLETED 3850 Rohret RD AM RS/VEH 13108267 7/23/2013 11:00:57 SUSPICIOUS/ACT/PE UNABLE TO LOCATE 3850 Rohret RD AM RS/VEH 13096748 7/2/2013 8:09:16 PM TR/RECKLESS UNABLE TO LOCATE 3850 Rohret RD DRIVER 13054958 4/18/2013 4:59:57 AM TR/ROAD HAZARD COMPLETED 3850 Rohret Rd 13183288 12/5/2013 2:08:59 PM TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd 13174533 11/18/2013 8:31:40 TR/SCHOOL PATROL COMPLETED 3850 Rohret RD AM 13164172 10/30/2013 7:54:42 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13163637 10/29/2013 8:14:50 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13163619 10/29/2013 7:50:36 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13153806 10/11/201311:04:46 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13145847 9/27/2013 10:30:49 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13144128 9/24/2013 8:05:13 AM TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd 13136190 9/10/2013 12:59:10 TR/SCHOOL PATROL COMPLETED 3850 rohret rd PM 13128767 8/29/2013 11:06:17 TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd AM 13127474 8/27/2013 8:48:01 AM TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd 13125069 8/23/2013 8:19:18 AM TR/SCHOOL PATROL COMPLETED 3850 rohret rd 13123814 8/21/2013 8:02:12 AM TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd 13062262 5/1/2013 8:07:57 AM TR/SCHOOL PATROL COMPLETED 3850 Rohret Rd 103 13047143 13046651 13043871 13032701 13003384 13137408 13105005 13074491 13025468 13024998 4/3/2013 8:02:15 AM TR/SCHOOL PATROL COMPLETED 4/2/2013 8:02:43 AM TR/SCHOOL PATROL COMPLETED 3/28/2013 7:47:55 AM TR/SCHOOL PATROL COMPLETED 3/6/2013 8:43:11 AM TR/SCHOOL PATROL COMPLETED 1/8/2013 8:01:13 AM TR/SCHOOL PATROL COMPLETED 9/12/2013 5:12:56 PM TR/SPEED TRAILER COMPLETED 7/17/201311:43:01 911 HANGUP AM 5/23/2013 8:19:21 AM 911 HANGUP 2/20/2013 1:49:47 PM 911 HANGUP 2/19/2013 3:47:22 PM 911 HANGUP 3850 Rohret Rd 3850 rohret rd 3850 Rohret Rd 3850 Rohret Rd 3850 Rohret Rd 3850 Rohret RD COMPLETED 521 N Dodge St COMPLETED 521 N Dodge St COMPLETED 521 N Dodge St PREVIOUS INCIDENT 521 N Dodge St 13024980 2/19/2013 3:23:14 PM 911 HANGUP UNABLE TO LOCATE 521 N Dodge St 13068730 5/12/2013 11:07:49 DIST/DOMESTIC PREVIOUS INCIDENT 521 N Dodge St PM 13014002 1/29/2013 1:08:45 PM E1 MED GEN CODE 3 UNABLE TO LOCATE 521 N Dodge St 13155875 10/15/201311:48:09 F1 BUILDING FIRE COMPLETED 521 N Dodge St AM ALARM 13014003 1/29/2013 1:08:45 PM F1 EMS COMPLETED 521 N Dodge St 13139572 9/16/2013 2:21:13 PM F1 INFO COMPLETED 521 N Dodge St 13068989 5/13/2013 1:28:01 PM F1 INFO COMPLETED 521 N Dodge St 13155876 10/15/201311:48:09 FIRE RESPONSE COMPLETED 521 N Dodge St AM LAW 13014004 1/29/2013 1:08:45 PM MEDICAL RESPONSE UNABLE TO LOCATE 521 N Dodge St LAW 13137354 9/12/2013 3:06:46 PM NARCOTICS INCIDENT REPORT 521 N Dodge St TAKEN 13168123 11/5/2013 10:25:55 OUT FOR COMPLETED 521 N Dodge St PM INVEST/FOLLOW UP 13058166 4/24/2013 1:56:38 PM SUSPICIOUS/ACT/PE COMPLETED 521 N Dodge St RSNEH 13023105 2/15/2013 9:38:04 PM SUSPICIOUS/ACT/PE UNABLE TO LOCATE 521 N Dodge St RSNEH 13006806 1/15/2013 12:49:48 SUSPICIOUS/ACT/PE EXTRA PATROL 521 N Dodge St PM RSNEH 13178494 11/25/2013 2:26:18 THEFT CHARGED/RELEASE 521 N Dodge St PM D 104 13044042 3/28/2013 1:56:32 PM TRAINING 13141807 9/20/2013 1:23:19 PM 911 HANGUP 13171449 11/12/20131:14:15 ASSAULT PM 13054031 4/16/201310:43:12 ASSAULT AM 13011753 1/25/2013 9:18:12 AM ASSAULT 13133784 13116870 13117388 13022407 13123999 13137871 13044559 13037024 13036607 13168452 13133785 13030152 13145980 13136802 COMPLETED COMPLETED UNDER INVESTIGATION UNDER INVESTIGATION UNDER INVESTIGATION 521 N Dodge St 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 Koser AVE 9/6/2013 12:40:27 PM ASSIST OTHER COMPLETED 600 Koser AVE 4/24/2013 9:04:20 PM AGENCY 13019166 2/8/2013 6:23:14 PM 8/8/2013 11:27:35 AM BURGLARY/BUSINES INCIDENT REPORT 600 Koser AVE S TAKEN 13189894 8/9/2013 10:58:42 AM COMMUNITY COMPLETED 600 Koser AVE POLICING 12/17/2013 7:46:07 TR/SCHOOL PATROL COMPLETED 2/14/2013 6:44:18 PM COMMUNITY COMPLETED 600 Koser AVE POLICING 8/21/2013 3:01:06 PM EXTRA PATROL EXTRA PATROL 600 Koser AVE REQUEST 9/13/201312:50:33 JUV/GENERAL COMPLETED 600Koser AVE PM 3/29/201311:08:17 JUV/GENERAL COMPLETED 600 Koser AVE AM 3/14/2013 12:45:47 JUV/GENERAL COMPLETED 600 Koser AVE PM 3/13/2013 5:47:53 PM MVA/HIT AND RUN INCIDENT REPORT 600 Koser AVE PD TAKEN 11/6/2013 3:43:55 PM MVA/PROPERTY INCIDENT REPORT 600 Koser AVE DAMAGE ACCIDENT TAKEN 9/6/2013 12:46:16 PM OUT FOR PREVIOUS INCIDENT 600 Koser AVE INVEST/FOLLOW UP 3/1/20132:03:16 PM OUT FOR COMPLETED INVEST/FOLLOW UP 9/27/2013 3:09:19 PM PHONE REQUEST COMPLETED 9/11/2013 3:24:35 PM PHONE REQUEST COMPLETED 13109051 7/24/2013 9:49:42 PM TEST -EMS IGNORE 13058357 4/24/2013 9:04:20 PM TEST -EMS IGNORE 13019166 2/8/2013 6:23:14 PM TEST -EMS IGNORE 13022715 2/15/2013 9:44:51 AM THEFT UNDER INVESTIGATION 13189894 12/18/2013 7:45:22 TR/SCHOOL PATROL COMPLETED AM 13189385 12/17/2013 7:46:07 TR/SCHOOL PATROL COMPLETED AM 105 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 Koser AVE 600 koser ave 600 Koser AVE 13188876 12/16/2013 7:40:54 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13186333 12/11/2013 7:55:32 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13185810 12/10/2013 7:44:45 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13182643 12/4/2013 7:56:05 AM TR/SCHOOL PATROL COMPLETED 600 koser ave 13182067 12/3/2013 7:47:09 AM TR/SCHOOL PATROL COMPLETED 600 koser ave 13181583 12/2/2013 7:53:09 AM TR/SCHOOL PATROL COMPLETED 600 koser ave 13178835 11/26/2013 7:49:30 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13178331 11/25/2013 8:12:54 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13175543 11/20/2013 7:51:48 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13175030 11/19/2013 7:51:01 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13174510 11/18/2013 7:51:12 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13171790 11/13/2013 7:56:28 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13171010 11/11/2013 2:51:52 TR/SCHOOL PATROL COMPLETED 600 Koser AVE PM 13170835 11/11/2013 7:50:16 TR/SCHOOL PATROL COMPLETED 600 koser ave AM 13163797 10/29/2013 2:49:21 TR/SCHOOL PATROL COMPLETED 600 koser ave PM 13159751 10/22/2013 2:42:01 TR/SCHOOL PATROL COMPLETED 600 Koser AVE PM 13140121 9/17/2013 2:54:31 PM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13132748 9/4/2013 3:18:16 PM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13123973 8/21/2013 1:56:05 PM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13077977 5/30/2013 7:48:32 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13077457 5/29/2013 7:46:22 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13074015 5/22/2013 7:44:34 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13073498 5/21/2013 7:45:07 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13072942 5/20/2013 8:09:53 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13070691 5/16/2013 2:01:53 PM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13070536 5/16/2013 7:47:37 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 106 13069968 5/15/2013 7:50:34 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13069356 5/14/2013 7:47:47 AM TR/SCHOOL PATROL COMPLETED 600 KOSER AVE 13068858 5/13/2013 7:54:51 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13066678 5/9/2013 7:46:55 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13066110 5/8/2013 7:39:09 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13065521 5/7/2013 7:39:45 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13053957 4/16/2013 7:44:21 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13053467 4/15/2013 7:47:46 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13050786 4/10/2013 7:49:40 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13050297 4/9/2013 7:50:42 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13049783 4/8/2013 7:57:47 AM TR/SCHOOL PATROL COMPLETED 600 koser ave 13043270 3/27/2013 7:47:17 AM TR/SCHOOL PATROL COMPLETED 600 KOSER AVE 13042378 3/25/2013 2:58:23 PM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13042220 3/25/2013 7:49:39 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13036514 3/13/2013 2:54:23 PM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13036310 3/13/2013 7:48:11 AM TR/SCHOOL PATROL COMPLETED 600 Koser Ave 13035818 3/12/2013 7:45:41 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13035351 3/11/2013 7:46:41 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13032676 3/6/2013 7:46:04 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13031844 3/4/2013 2:50:07 PM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13031661 3/4/2013 7:44:48 AM TR/SCHOOL PATROL COMPLETED 600 Koser ave 13028921 2/27/2013 7:43:44 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13027890 2/25/2013 7:47:17 AM TR/SCHOOL PATROL COMPLETED 600 koser ave 13025310 2/20/2013 7:51:11 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13024775 2/19/2013 7:51:07 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13024281 2/18/2013 7:49:56 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 107 13022117 2/14/2013 7:53:46 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13021525 2/13/2013 7:48:26 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13021002 2/12/2013 7:49:28 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13020527 2/11/2013 7:54:36 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13018418 2/7/2013 7:52:02 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13017890 2/6/2013 7:57:39 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13017397 2/5/2013 8:01:50 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13013873 1/29/2013 7:55:43 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13011182 1/24/2013 8:00:44 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13007161 1/16/2013 8:00:47 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13006693 1/15/2013 7:53:42 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13003525 1/8/2013 2:49:11 PM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13003381 1/8/2013 7:54:23 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13002891 1/7/2013 7:56:59 AM TR/SCHOOL PATROL COMPLETED 600 Koser AVE 13136160 9/10/2013 12:03:25 911 HANGUP BROADCAST 611 Greenwood Dr PM 13032768 3/6/2013 11:17:41 AM 911 HANGUP INFORMATION 611 Greenwood Dr 13157023 10/17/2013 12:59:24 ASSAULT CHARGED/RELEASE 611 Greenwood Dr PM D 13037039 3/14/2013 1:26:19 PM ASSAULT CHARGED/RELEASE 611 Greenwood Dr D 13141088 9/19/2013 9:49:01 AM ASSIST OTHER HANDLED BY OTHER 611 Greenwood Dr AGENCY AGENCY 13069418 5/14/2013 9:47:18 AM ASSIST OTHER COMPLETED 611 Greenwood Dr AGENCY 13182210 12/3/2013 12:59:28 DIST/FIGHT IN COMPLETED 611 Greenwood Dr PM PROGRESS 13141083 9/19/2013 9:36:42 AM DIST/FIGHT IN CHARGED/RELEASE 611 Greenwood Dr PROGRESS D 13074104 5/22/2013 11:40:02 E1 MED GEN CODE 3 PT NOT 611 Greenwood Dr AM TRANSPORTED 13156848 10/17/2013 5:15:56 F1 BUILDING FIRE COMPLETED 611 Greenwood Dr AM ALARM 13074105 5/22/2013 11:40:02 F1 EMS COMPLETED 611 Greenwood Dr AM 13137925 9/13/2013 2:58:56 PM F1 INFO INFORMATION 611 Greenwood Dr Im 13070790 5/16/2013 5:25:41 PM F1 INVESTIGATION COMPLETED 611 Greenwood Dr 13156849 13186919 13175686 13170961 13163765 13159198 13155822 13153771 13152152 13151547 13128698 13069404 10/17/2013 5:15:56 FIRE RESPONSE AM LAW 12/12/20131:04:00 JUV/GENERAL PM 11/20/2013 2:03:58 JUV/GENERAL PM 11/11/20131:15:06 JUV/GENERAL PM 10/29/20131:29:48 JUV/GENERAL PM 10/21/201312:55:48 JUV/GENERAL PM 10/15/20139:38:55 JUV/GENERAL AM 10/11/20139:46:15 JUV/GENERAL AM 10/8/201312:41:32 JUV/GENERAL PM 10/7/201310:17:26 JUV/GENERAL AM 8/29/2013 9:18:02 AM JUV/GENERAL 5/14/2013 9:30:56 AM JUV/GENERAL 13066198 5/8/2013 9:59:28 AM JUV/GENERAL 13061155 4/29/201311:33:51 JUV/GENERAL AM 13057654 4/23/2013 2:17:32 PM JUV/GENERAL 13055550 13051917 13051915 13047177 13029460 13011215 13074106 13157563 13070581 13035419 13022692 109 4/19/2013 8:46:30 AM JUV/GENERAL 4/12/2013 2:12:59 PM JUV/GENERAL 4/12/2013 2:14:07 PM JUV/GENERAL 4/3/2013 9:28:01 AM JUV/GENERAL 2/28/2013 9:51:11 AM JUV/GENERAL 1/24/2013 9:10:21 AM 5/22/2013 11:40:02 AM 10/18/2013 12:46:59 PM 5/16/201310:08:21 MISSING/JUVENILE AM 3/11/201310:42:49 MISSING/JUVENILE AM 2/15/2013 8:57:58 AM MISSING/JUVENILE COMPLETED 611 Greenwood Dr INCIDENT REPORT 611 Greenwood Dr TAKEN UNABLE TO LOCATE 611 Greenwood Dr COMPLETED 611 Greenwood Dr COMPLETED 611 Greenwood Dr UNABLE TO LOCATE 611 Greenwood Dr COMPLETED 611 Greenwood Dr CANCEL BY COMPL 611 Greenwood Dr UNABLE TO LOCATE 611 Greenwood Dr UNABLE TO LOCATE 611 Greenwood Dr INCIDENT REPORT 611 Greenwood Dr TAKEN INCIDENT REPORT 611 Greenwood Dr TAKEN COMPLETED 611 Greenwood Dr INCIDENT REPORT 611 Greenwood Dr TAKEN UNDER 611 Greenwood Dr INVESTIGATION CANCEL BY COMPL 611 Greenwood Dr PREVIOUS INCIDENT 611 Greenwood Dr COMPLETED 611 Greenwood Dr COMPLETED 611 Greenwood Dr ARREST MADE 611 Greenwood Dr JUV/GENERAL INCIDENT REPORT TAKEN MEDICAL RESPONSE COMPLETED LAW MISSING/JUVENILE COMPLETED 611 Greenwood Dr 611 Greenwood Dr 611 Greenwood Dr COMPLETED 611 Greenwood Dr INCIDENT REPORT 611 Greenwood Dr TAKEN INFORMATION 611 Greenwood Dr 13013422 1/28/2013 8:50:28 AM MISSING/JUVENILE COMPLETED 611 Greenwood Dr 13028739 2/26/2013 7:44:43 PM MVA/PROPERTY INCIDENT REPORT 611 Greenwood Dr DAMAGE ACCIDENT TAKEN 13174682 11/18/2013 1:41:42 NARCOTICS INCIDENT REPORT 611 Greenwood Dr PM TAKEN 13140029 9/17/201311:01:04 NARCOTICS INCIDENT REPORT 611 Greenwood Dr AM TAKEN 13188890 12/16/2013 8:20:14 OUT FOR COMPLETED 611 Greenwood Or AM INVEST/FOLLOW UP 13151582 10/7/2013 11:44:36 OUT FOR COMPLETED 611 Greenwood Dr AM INVEST/FOLLOW UP 13080181 6/3/2013 9:42:36 AM OUT FOR COMPLETED 611 Greenwood Dr INVEST/FOLLOW UP 13128212 8/28/2013 1:30:51 PM OUT WITH SUBJ COMPLETED 611 Greenwood Dr 13036954 3/14/2013 10:05:05 OUT WITH SUBJ COMPLETED 611 Greenwood Dr AM 13057561 4/23/2013 9:10:18 AM PHONE REQUEST COMPLETED 611 Greenwood Dr 13143831 9/23/2013 3:49:44 PM SUSPICIOUS/ACT/PE INCIDENT REPORT 611 Greenwood Dr RSNEH TAKEN 13059379 4/26/2013 2:41:20 PM SUSPICIOUS/ACT/PE COMPLETED 611 Greenwood Dr RSNEH 13080303 6/3/2013 2:06:48 PM THEFT INCIDENT REPORT 611 Greenwood Dr TAKEN 13023034 2/15/2013 7:45:04 PM TRAFFIC STOP WARNING ISSUED 611 Greenwood Dr VERBAL 13174582 11/18/2013 10:23:10 911 HANGUP COMPLETED 830 Southlawn Dr AM 13159710 10/22/2013 12:33:02 911 HANGUP COMPLETED 830 Southlawn Dr PM 13159095 10/21/2013 8:52:49 911 HANGUP COMPLETED 830 Southlawn Dr AM 13153911 10/11/2013 2:48:10 911 HANGUP COMPLETED 830 Southlawn Dr PM 13145809 9/27/2013 9:10:43 AM 911 HANGUP BROADCAST 830 Southlawn Dr 13133221 9/5/2013 12:09:28 PM 911 HANGUP COMPLETED 830 Southlawn Dr 13078705 5/31/2013 3:32:18 PM 911 HANGUP COMPLETED 830 Southlawn Dr 13033891 3/8/2013 10:58:14 AM 911 HANGUP INFORMATION 830 Southlawn Dr 13033316 3/7/2013 11:46:14 AM 911 HANGUP COMPLETED 830 Southlawn Dr 13153923 10/11/2013 3:06:36 ANIMAL/CALL UNABLE TO LOCATE 830 Southlawn Dr PM GENERAL 110 13141059 9/19/2013 8:51:14 AM ASSAULT INCIDENT REPORT 830 Southlawn Dr TAKEN 13070724 5/16/2013 3:16:38 PM DIST/NOISE UNFOUNDED 830 Southlawn Dr GENERAL 13145920 9/27/2013 1:11:05 PM E1 MED GEN CODE 2 PT TRANSPORTED 830 Southlawn Dr 13191183 12/20/2013 2:45:54 E1 MED GEN CODE 3 PT TRANSPORTED 830 Southlawn Dr PM 13104698 7/16/2013 7:59:44 PM E1 MED GEN CODE 3 PT TRANSPORTED 830 Southlawn Dr 13065627 5/7/2013 11:39:34 AM E1 MED GEN CODE 3 PT NOT 830 Southlawn Dr TRANSPORTED 13147518 9/30/2013 12:52:41 E1 RESPIRATORY PT TRANSPORTED 830 Southlawn Dr PM EMER 13139531 9/16/2013 1:05:08 PM E1 RESPIRATORY PT NOT 830 Southlawn Dr EMER TRANSPORTED 13132176 9/3/2013 3:24:05 PM E1 RESPIRATORY PT TRANSPORTED 830 Southlawn Dr EMER 13017586 2/5/2013 2:48:45 PM EXTRA PATROL PARKING TICKET 830 Southlawn Dr REQUEST 13124812 8/22/2013 9:28:49 PM F1 BUILDING FIRE COMPLETED 830 Southlawn Dr ALARM 13124126 8/21/2013 7:11:25 PM F1 BUILDING FIRE COMPLETED 830 Southlawn Dr ALARM 13033317 3/7/2013 11:47:09 AM F1 BUILDING FIRE COMPLETED 830 Southlawn Dr ALARM 13147519 9/30/2013 12:52:41 F1 EMS COMPLETED 830 Southlawn Dr PM 13145921 9/27/2013 1:11:05 PM F1 EMS IGNORE 830 Southlawn Dr 13139532 9/16/2013 1:05:08 PM F1 EMS COMPLETED 830 Southlawn Dr 13132177 9/3/2013 3:24:05 PM F1 EMS COMPLETED 830 Southlawn Dr 13104699 7/16/2013 7:59:44 PM F1 EMS COMPLETED 830 Southlawn Dr 13065628 5/7/2013 11:39:34 AM F1 EMS COMPLETED 830 Southlawn Dr 13137227 9/12/2013 9:52:26 AM F1 INFO COMPLETED 830 Southlawn Dr 13191184 12/20/2013 2:46:00 F1 OTHER FIRE COMPLETED 830 Southlawn Dr PM 13124813 8/22/2013 9:28:49 PM FIRE RESPONSE COMPLETED 830 Southlawn Dr LAW 13124127 8/21/2013 7:11:25 PM FIRE RESPONSE COMPLETED 830 Southlawn Dr LAW 13033318 3/7/2013 11:47:09 AM FIRE RESPONSE COMPLETED 830 Southlawn Dr LAW 13037612 3/15/2013 11:10:08 HARASSMENT/OBSC COMPLETED 830 Southlawn Dr AM ENE PHONE 13191181 12/20/2013 2:43:57 JUV/GENERAL PT TRANSPORTED 830 Southlawn Dr PM 111 13147520 9/30/2013 12:52:41 MEDICAL RESPONSE COMPLETED 830 Southlawn Dr PM PM LAW CONTROL 13145922 9/27/2013 1:11:05 PM MEDICAL RESPONSE PT TRANSPORTED 830 Southlawn Dr 8/23/2013 9:16:55 AM SEXICHILD ABUSE LAW 830 Southlawn Dr 13139533 9/16/2013 1:05:08 PM MEDICAL RESPONSE IGNORE 830 Southlawn Dr 5/28/2013 1:32:04 PM THEFT LAW 830 Southlawn Dr 13132178 9/3/2013 3:24:05 PM MEDICAL RESPONSE COMPLETED 830 Southlawn Dr LAW 13104700 7/16/2013 7:59:44 PM MEDICAL RESPONSE COMPLETED 830 Southlawn Dr AM LAW 13065629 5/7/2013 11:39:34 AM MEDICAL RESPONSE COMPLETED 830 Southlawn Dr LAW 13167829 11/5/2013 9:34:13 AM MVA/HIT AND RUN PREVIOUS INCIDENT 830 Southlawn Dr PD 13167524 11/4/2013 5:32:37 PM MVA/PROPERTY INCIDENT REPORT 830 Southlawn Dr DAMAGE ACCIDENT TAKEN 13035928 3/12/2013 11:45:58 PHONE REQUEST INFORMATION 830 Southlawn Dr AM 13165389 11/1/2013 10:49:55 PROPERTY/FOUND INCIDENT REPORT 830 Southlawn Dr AM TAKEN 13096406 7/2/2013 8:40:20 AM PROPERTY/FOUND COMPLETED 830 Southlawn Dr 13165698 11/1/2013 7:50:14 PM PUBLIC ASSIST COMPLETED 830 Southlawn Dr 13163794 13043919 13125091 13077088 13066882 13058656 13165486 13082133 13013475 13033800 Dispatch Number 112 10/29/2013 2:45:06 PUBLIC ASSIST COMPLETED 830 Southlawn Dr PM TR/TRAFFIC CONTROL 3/28/2013 9:35:58 AM PUBLIC ASSIST COMPLETED 830 Southlawn Dr 8/23/2013 9:16:55 AM SEXICHILD ABUSE INCIDENT REPORT 830 Southlawn Dr TAKEN 5/28/2013 1:32:04 PM THEFT COMPLETED 830 Southlawn Dr 5/9/2013 3:39:24 PM THEFT INCIDENT REPORT 830 Southlawn Dr TAKEN 4/25/2013 10:53:51 THEFT INCIDENT REPORT 830 Southlawn Dr AM TAKEN 11/1/20131:58:45 PM TR/PARKING PARKING TICKET 830 Southlawn Dr 6/6/2013 7:45:32 PM TR/PARKING 1/28/201310:41:17 TR/PARKING AM 3/8/2013 7:55:41 AM TR/TRAFFIC CONTROL Dispatch Date Call Type UNABLE TO LOCATE 830 Southlawn Dr CANCEL BY COMPL 830 Southlawn Dr COMPLETED 830 Southlawn Dr Cleared By Incident Address 113 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT AM 13048184 4/5/2013 11:02:59 AM ASSAULT 13167919 13140612 13140051 13057562 13033303 13044564 CHARGED/RELEA 1528 Mall Dr SED 11/5/2013 1:04:06 PM DIST/FIGHT IN COMPLETED 1528 Mall Dr PROGRESS 5/22/2013 9:42:25 AM HARASSMENT/OBSCEN 9/18/2013 12:29:59 DIST/FIGHT IN CHARGED/RELEA 1528 Mall Dr PM PROGRESS SED 13141123 9/17/2013 11:55:58 DIST/FIGHT IN ARREST MADE 1528 Mall Dr AM PROGRESS 4/23/2013 9:16:50 AM DIST/FIGHT IN CHARGED/RELEA 1528 Mall Dr INCIDENT PROGRESS SED AM 3/7/2013 11:12:16 AM DIST/FIGHT IN CANCEL BY 1528 Mall Dr 5/31/2013 10:52:49 PROGRESS COMPL 1528 Mall Dr 3/29/2013 11:20:45 EXTRA PATROL EXTRA PATROL 1528 Mall Dr 114 AM REQUEST 13074057 5/22/2013 9:42:25 AM HARASSMENT/OBSCEN INCIDENT 1528 Mall Dr E PHONE REPORT TAKEN 13141123 9/19/201311:17:05 INFO/ALL OTHER INFO COMPLETED 1528 Mall Dr AM 13161215 10/25/2013 9:02:26 INTOXICATED INCIDENT 1528 Mall Dr AM PEDESTRIAN REPORT TAKEN 13078578 5/31/2013 10:52:49 INTOXICATED COMPLETED 1528 Mall Dr AM PEDESTRIAN 13140014 9/17/2013 10:26:57 JUWGENERAL COMPLETED 1528 Mall Dr AM 13066182 5/8/2013 9:45:07 AM JUV/GENERAL COMPLETED 1528 Mall Dr 13055043 4/18/2013 9:56:41 AM JUV/GENERAL COMPLETED 1528 Mall Dr 13054485 4/17/2013 10:05:45 JUV/GENERAL INCIDENT 1528 Mall Dr AM REPORT TAKEN 13011233 1/24/2013 10:10:00 JUV/GENERAL COMPLETED 1528 Mall Dr AM 13006776 1/15/201311:24:26 JUV/GENERAL CHARGED/RELEA 1528 Mall Dr AM SED 13065574 5/7/2013 9:35:00 AM MEDICAL RESPONSE INCIDENT 1528 Mall Dr LAW REPORT TAKEN 13055086 4/18/2013 11:25:03 MEDICAL RESPONSE IGNORE 1528 Mall Dr AM LAW 13031315 3/3/2013 10:25:51 AM MEDICAL RESPONSE COMPLETED 1528 Mall Dr LAW 13145342 9/26/2013 12:56:56 MISSING/JUVENILE COMPLETED 1528 Mall Dr PM 13122702 8/19/2013 8:13:54 AM MVA/PROPERTY INCIDENT 1528 Mall Dr DAMAGE ACCIDENT REPORT TAKEN 13189938 12/18/2013 9:23:41 NARCOTICS CHARGED/RELEA 1528 Mall Dr AM SED 13143642 9/23/2013 9:10:58 AM NARCOTICS IGNORE 1528 Mall Dr 114 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13143629 9/23/2013 8:50:48 AM NARCOTICS INCIDENT 1528 Mall Dr REPORT TAKEN 13024805 2/19/2013 9:01:17 AM NARCOTICS ARREST MADE 1528 Mall Dr 13018548 2/7/2013 1:19:27 PM NARCOTICS 13017064 2/4/2013 1:17:28 PM NARCOTICS 13156473 10/16/2013 1:01:29 OUT FOR ARREST MADE 1528 Mall Dr WARNING ISSUED 1528 Mall Dr VERBAL COMPLETED 1528 Mall Dr COMPLETED COMPLETED COMPLETED COMPLETED 13126895 8/26/2013 8:39:41 AM PHONE REQUEST COMPLETED 13166439 11/2/2013 5:25:40 PM PUBLIC ASSIST COMPLETED 13145259 PM INVEST/FOLLOW UP 13125111 8/23/2013 9:58:11 AM OUT FOR LOCATE INVEST/FOLLOW UP 13078175 5/30/2013 3:52:27 PM OUT FOR INVEST/FOLLOW UP 13042948 3/26/2013 4:27:33 PM OUT FOR SUSPICIOUS/ACT/PERS/ UNABLE TO INVEST/FOLLOW UP 13141504 9/19/2013 9:07:58 PM PHONE REQUEST ARREST MADE 1528 Mall Dr WARNING ISSUED 1528 Mall Dr VERBAL COMPLETED 1528 Mall Dr COMPLETED COMPLETED COMPLETED COMPLETED 13126895 8/26/2013 8:39:41 AM PHONE REQUEST COMPLETED 13166439 11/2/2013 5:25:40 PM PUBLIC ASSIST COMPLETED 13145259 9/26/2013 8:33:14 AM PUBLIC ASSIST UNABLE TO LOCATE 13047237 4/3/2013 12:38:00 PM PUBLIC ASSIST INCIDENT REPORT TAKEN 13161459 10/25/2013 5:50:05 SUSPICIOUS/ACT/PERS/ UNABLE TO PM VEH LOCATE 13176223 11/21/20132:09:06 THEFT CANCELBY PM COMPL 13088507 6/18/2013 3:15:53 PM THEFT PREVIOUS INCIDENT 13088480 6/18/2013 2:18:28 PM THEFT INCIDENT REPORT TAKEN 13050952 4/10/2013 2:52:27 PM THEFT INCIDENT REPORT TAKEN 13050451 4/9/2013 2:33:42 PM THEFT UNDER INVESTIGATION 13017552 2/5/2013 1:34:44 PM THEFT INCIDENT REPORT TAKEN 13067300 5/10/2013 12:03:21 THREATS REF TO OTHER PM AGENCY 13050837 4/10/2013 9:48:30 AM THREATS COMPLETED 13001618 1/4/2013 10:41:33 AM THREATS 13119013 8/12/2013 12:41:42 TRAFFIC STOP PM 13092113 6/24/2013 4:23:21 PM TRAFFIC STOP 13178480 11/25/20131:56:24 911 HANGUP PM 115 1528 mall dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr 1528 Mall Dr UNFOUNDED 1528 Mall Dr WARNING ISSUED 1528 Mall Dr VERBAL WARNING ISSUED 1528 Mall Dr VERBAL INFORMATION 1900 Morningside DR 116 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13155895 10/15/2013 12:24:58 911 HANGUP COMPLETED 1900 Morningside DR PM 13103976 7/15/2013 1:03:59 PM 911 HANGUP COMPLETED 1900 Morningside DR 13091948 6/24/2013 11:21:48 911 HANGUP BROADCAST 1900 Morningside DR AM 13006691 1/15/2013 7:50:04 AM 911 HANGUP COMPLETED 1900 Morningside DR 13187815 12/14/2013 12:54:10 ALARM/BURGLARY LINK CAUSE 1900 Morningside DR AM ALARM 13142665 9/21/2013 4:05:26 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13131699 9/2/2013 5:31:22 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13131567 9/2/2013 12:00:11 PM ALARM/BURGLARY EMPL ERROR 1900 Morningside Dr ALARM 13131529 9/2/2013 10:29:46 AM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13130014 8/31/2013 2:03:20 AM ALARM/BURGLARY ACTUAL ALARM 1900 Morningside DR 13106895 7/20/2013 5:52:27 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13106852 7/20/2013 4:33:58 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13094410 6/28/2013 9:14:25 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13079306 6/1/2013 3:41:06 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13073932 5/22/201312:51:28 ALARM/BURGLARY ACTUAL ALARM 1900 Morningside DR AM 13073390 5/21/2013 12:27:57 ALARM/BURGLARY UNK CAUSE 1900 Morningside DR AM ALARM 13059036 4/25/2013 11:25:09 ALARM/BURGLARY CANCEL BY 1900 Morningside DR PM COMPL 13059025 4/25/201311:05:41 ALARM/BURGLARY UNK CAUSE 1900 Morningside DR PM ALARM 13052710 4/13/2013 4:50:18 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13039371 3/19/2013 12:47:20 ALARM/BURGLARY ACTUAL ALARM 1900 Morningside DR AM 13038330 3/16/2013 6:23:33 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside Dr ALARM 13034703 3/9/2013 5:31:21 PM ALARM/BURGLARY ACTUAL ALARM 1900 Morningside DR 13030830 3/2/2013 4:12:14 PM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13016506 2/3/2013 4:36:56 AM ALARM/BURGLARY UNK CAUSE 1900 Morningside DR ALARM 13158264 10/19/2013 4:18:23 ANIMAL/CALL GENERAL COMPLETED 1900 Morningside DR PM 13105707 7/18/2013 3:40:53 PM ANIMAUCALL GENERAL COMPLETED 1900 Morningside DR 116 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13077441 5/29/2013 6:32:03 AM ANIMAUCALL GENERAL COMPLETED 1900 Morningside DR 13071469 5/17/2013 5:56:52 PM ANIMAUCALL GENERAL COMPLETED 1900 Morningside DR 13060846 4/28/2013 6:19:23 PM ANIMAUCALL GENERAL CANCEL BY 1900 Morningside DR COMPL 13144143 9/24/2013 8:35:43 AM ASSAULT INCIDENT 1900 Morningside DR REPORT TAKEN 13062933 5/2/2013 10:28:14 AM ASSAULT INCIDENT 1900 Morningside DR REPORT TAKEN 13025443 2/20/2013 12:38:06 ASSAULT ARREST MADE 1900 Morningside DR PM 13167813 11/5/2013 9:09:08 AM ASSIST OTHER WARRANT 1900 Morningside DR AGENCY ARREST OTHER AGENCY 13043915 3/28/2013 9:32:52 AM ATTEMPT TO LOCATE PREVIOUS 1900 Morningside DR INCIDENT 13182171 12/3/2013 11:44:53 BURGLARYNEHICLE INCIDENT 1900 Morningside DR AM REPORT TAKEN 13173639 11/16/2013 11:53:17 BURGLARYNEHICLE UNDER 1900 Morningside DR AM INVESTIGATION 13146127 9/27/2013 8:06:19 PM COMMUNITY POLICING COMPLETED 1900 Morningside Dr 13073484 5/21/2013 7:18:09 AM COMMUNITY POLICING COMPLETED 1900 Morningside DR 13072918 5/20/2013 7:25:02 AM COMMUNITY POLICING ARREST MADE 1900 Morningside Dr 13070086 5/15/201311:48:38 COMMUNITY POLICING COMPLETED 1900 Morningside DR AM 13158095 10/19/2013 8:46:26 CRIMINAL INCIDENT 1900 Morningside DR AM MISCNANDALISM REPORT TAKEN 13060154 4/27/2013 7:14:07 PM CRIMINAL INCIDENT 1900 Morningside DR MISCNANDALISM REPORT TAKEN 13155443 10/14/2013 2:35:15 DIST/CIVIL DISPUTE COMPLETED 1900 Morningside DR PM 13173002 11/15/20131:42:57 DIST/FIGHT IN COMPLETED 1900 Morningside DR PM PROGRESS 13144198 9/24/2013 10:24:07 DIST/FIGHT IN ARREST MADE 1900 Morningside DR AM PROGRESS 13137175 9/12/2013 8:27:43 AM DIST/FIGHT IN INCIDENT 1900 Morningside DR PROGRESS REPORT TAKEN 13133180 9/5/2013 10:15:32 AM DIST/FIGHT IN COMPLETED 1900 Morningside DR PROGRESS 13069485 5/14/2013 12:22:55 DIST/FIGHT IN ARREST MADE 1900 Morningside DR PM PROGRESS 13099927 7/8/2013 5:44:37 AM DIST/NOISE GENERAL COMPLETED 1900 Morningside DR 13096973 7/3/2013 6:31:30 AM DIST/NOISE GENERAL COMPLETED 1900 Morningside DR 13077687 5/29/2013 4:45:40 PM DIST/NOISE GENERAL UNFOUNDED 1900 Morningside DR 13087744 6/17/2013 8:33:20 AM E1 MED GEN CODE 3 IGNORE 1900 Morningside DR 117 118 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13178343 11/25/2013 8:48:25 ESCORT/RELAY INCIDENT 1900 Morningside DR AM REPORT TAKEN 13070147 5/15/2013 2:08:10 PM ESCORT/RELAY COMPLETED 1900 Morningside DR 13042392 3/25/2013 3:24:55 PM ESCORT/RELAY INCIDENT 1900 Morningside DR REPORT TAKEN 13186514 12/11/2013 3:57:45 EXTRA PATROL COMPLETED 1900 Morningside Dr PM REQUEST 13147223 9/29/2013 9:08:19 PM EXTRA PATROL COMPLETED 1900 Morningside Dr REQUEST 13135887 9/9/2013 8:47:19 PM EXTRA PATROL COMPLETED 1900 Morningside Dr REQUEST 13099172 7/6/2013 6:43:07 PM EXTRA PATROL COMPLETED 1900 Morningside Dr REQUEST 13073714 5/21/2013 3:43:09 PM EXTRA PATROL EXTRA PATROL 1900 Morningside DR REQUEST 13070057 5/15/2013 10:41:38 EXTRA PATROL COMPLETED 1900 Morningside DR AM REQUEST 13069570 5/14/2013 2:53:04 PM EXTRA PATROL COMPLETED 1900 Morningside DR REQUEST 13052726 4/13/2013 5:26:21 PM EXTRA PATROL COMPLETED 1900 Morningside Dr REQUEST 13040266 3/20/2013 10:03:56 EXTRA PATROL COMPLETED 1900 Morningside Dr PM REQUEST 13007777 1/17/2013 1:10:17 PM EXTRA PATROL COMPLETED 1900 Morningside DR REQUEST 13185423 12/9/20131:37:11 PM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13132381 9/3/2013 10:57:45 PM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13130013 8/31/2013 2:02:38 AM FIRE RESPONSE LAW INFORMATION 1900 Morningside Dr 13087745 6/17/2013 8:33:20 AM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13082012 6/6/2013 3:01:55 PM FIRE RESPONSE LAW HANDLED BY 1900 Morningside Dr OTHER AGENCY 13040502 3/21/2013 3:03:48 PM FIRE RESPONSE LAW LINK CAUSE 1900 Morningside DR ALARM 13029096 2/27/2013 2:50:29 PM FIRE RESPONSE LAW IGNORE 1900 Morningside DR 13029094 2/27/2013 2:50:03 PM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13026543 2/22/2013 5:19:39 PM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13011518 1/24/2013 8:03:47 PM FIRE RESPONSE LAW HANDLED BY 1900 Morningside DR OTHER AGENCY 13002149 1/5/2013 2:15:20 PM FIRE RESPONSE LAW COMPLETED 1900 Morningside DR 13141982 9/20/2013 6:30:04 PM FOOT PATROL COMPLETED 1900 Morningside DR 13129689 8/30/2013 7:00:05 PM FOOT PATROL COMPLETED 1900 Morningside DR 13034196 3/8/2013 8:31:13 PM FOOT PATROL COMPLETED 1900 Morningside Dr 118 119 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13182131 12/3/2013 9:37:25 AM FRAUD/FORGERY INCIDENT 1900 Morningside DR REPORT TAKEN 13063410 5/3/2013 9:59:08 AM HARASSMENT/OBSCEN INCIDENT 1900 Morningside DR E PHONE REPORT TAKEN 13026302 2/22/2013 2:46:16 AM INFO/ALL OTHER INFO COMPLETED 1900 Morningside DR 13146173 9/27/2013 9:29:16 PM INTOXICATED CHARGED/RELEA 1900 Morningside DR PEDESTRIAN SED 13141701 9/20/2013 8:25:14 AM JUV/GENERAL INCIDENT 1900 Morningside DR REPORT TAKEN 13134982 9/8/2013 12:18:34 AM JUV/GENERAL COMPLETED 1900 Morningside DR 13042281 3/25/2013 10:05:36 JUV/GENERAL COMPLETED 1900 Morningside DR AM 13013536 1/28/2013 12:56:11 JUV/GENERAL COMPLETED 1900 Morningside DR PM 13008588 1/18/2013 10:17:12 JUV/GENERAL UNABLE TO 1900 Morningside DR PM LOCATE 13181158 12/1/2013 4:48:48 AM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13180263 11/29/2013 8:15:41 MEDICAL RESPONSE COMPLETED 1900 Morningside DR AM LAW 13145009 9/25/2013 6:53:37 PM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13124602 8/22/2013 2:18:03 PM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13091455 6/23/2013 1:31:38 PM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13073172 5/20/2013 4:21:29 PM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13069503 5/14/2013 12:58:01 MEDICAL RESPONSE COMPLETED 1900 Morningside DR PM LAW 13062275 5/1/2013 8:21:42 AM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13008809 1/19/2013 9:28:31 AM MEDICAL RESPONSE COMPLETED 1900 Morningside DR LAW 13156971 10/17/2013 10:47:41 MISSING/JUVENILE INFORMATION 1900 Morningside DR AM 13050452 4/9/2013 2:35:27 PM MVA/HIT AND RUN PD INCIDENT 1900 Morningside DR REPORT TAKEN 13011943 1/25/2013 3:03:38 PM MVA/HIT AND RUN PD INCIDENT 1900 Morningside DR REPORT TAKEN 13188907 12/16/2013 8:47:00 MVA/PROPERTY INCIDENT 1900 Morningside DR AM DAMAGE ACCIDENT REPORT TAKEN 13150350 10/5/201311:02:13 MVA/PROPERTY INCIDENT 1900 Morningside DR AM DAMAGE ACCIDENT REPORT TAKEN 13145987 9/27/2013 3:32:58 PM MVA/PROPERTY DECLINE REPORT 1900 Morningside DR DAMAGE ACCIDENT ON SCENE 13144399 9/24/2013 5:10:27 PM MVA/PROPERTY INCIDENT 1900 Morningside DR DAMAGE ACCIDENT REPORT TAKEN 119 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13124605 8/22/2013 2:28:17 PM MVA/PROPERTY DECLINE REPORT 1900 Morningside DR DAMAGE ACCIDENT ON SCENE 13169363 11/8/2013 1:16:50 PM NARCOTICS UNDER 1900 Morningside DR INVESTIGATION 13164802 10/31/2013 12:33:38 NARCOTICS ARREST MADE 1900 Morningside DR PM 13145946 9/27/2013 2:29:14 PM NARCOTICS CHARGED/RELEA 1900 Morningside Dr SED 13144359 9/24/2013 4:02:40 PM NARCOTICS INCIDENT 1900 Morningside DR REPORT TAKEN 13176692 11/221201310:13:36 OUT FOR COMPLETED 1900 Morningside DR AM INVEST/FOLLOW UP 13168128 11/5/201310:26:14 OUT FOR COMPLETED 1900 Morningside DR PM INVEST/FOLLOW UP 13167826 11/5/2013 9:33:53 AM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13167343 11/4/201310:56:51 OUT FOR COMPLETED 1900 Morningside DR AM INVEST/FOLLOW UP 13157621 10/18/2013 2:55:52 OUT FOR COMPLETED 1900 Morningside DR PM INVEST/FOLLOW UP 13141240 9/19/2013 3:17:54 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13136081 9/10/2013 8:54:05 AM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13125100 8/23/2013 9:33:09 AM OUT FOR COMPLETED 1900 morningside dr INVEST/FOLLOW UP 13123963 8/21/2013 1:27:26 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13080187 6/3/2013 9:49:47 AM OUT FOR PREVIOUS 1900 Morningside DR INVEST/FOLLOW UP INCIDENT 13078169 5/30/2013 3:40:30 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13063010 5/2/2013 1:55:23 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13049946 4/8/2013 2:49:09 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13042420 3/25/2013 4:06:10 PM OUT FOR COMPLETED 1900 Morninaside DR INVEST/FOLLOW UP 13033287 3/7/2013 10:30:05 AM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13018045 2/6/2013 1:56:01 PM OUT FOR COMPLETED 1900 Morningside DR INVEST/FOLLOW UP 13186960 12/12/2013 2:25:18 PHONE REQUEST INCIDENT 1900 Morningside DR PM REPORT TAKEN 13173078 11/15/2013 3:57:57 PHONE REQUEST COMPLETED 1900 Morningside DR PM 13173066 11/15/2013 3:37:50 PHONE REQUEST COMPLETED 1900 Morningside DR PM 13163760 10/29/2013 1:10:40 PHONE REQUEST COMPLETED 1900 Morningside DR PM 120 121 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13071278 5/17/2013 11:49:38 PHONE REQUEST COMPLETED 1900 Morningside DR AM 13070034 5/15/2013 9:43:59 AM PHONE REQUEST COMPLETED 1900 Morningside DR 13047190 4/3/2013 10:15:24 AM PHONE REQUEST COMPLETED 1900 Morningside DR 13133107 9/5/2013 7:28:03 AM PROPERTY/FOUND INCIDENT 1900 Morningside DR REPORT TAKEN 13158220 10/19/2013 2:35:04 PROPERTY/LOST INFORMATION 1900 Morningside DR PM 13014077 1/29/2013 4:23:31 PM PROPERTY/LOST INCIDENT 1900 Morningside DR REPORT TAKEN 13039518 3/19/2013 10:30:03 PUBLIC ASSIST COMPLETED 1900 Morningside DR AM 13048189 4/5/2013 11:25:21 AM SEX/EXCEPT RAPE INCIDENT 1900 Morningside DR REPORT TAKEN 13154039 10/11/2013 6:33:54 SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR PM 13146674 9/28/2013 7:28:45 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13146082 9/27/2013 6:39:05 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13144981 9/25/2013 5:34:50 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13074218 5/22/2013 4:42:02 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13017661 2/5/2013 5:28:41 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13017192 2/4/2013 6:20:50 PM SPECIAL ASSIGNMENT COMPLETED 1900 Morningside DR 13178930 11/26/2013 11:47:19 SUICIDE/LAW UNABLE TO 1900 Morningside DR AM LOCATE 13145666 9/26/2013 11:47:06 SUICIDE/LAW COMPLETED 1900 Morningside DR PM 13082224 6/6/2013 11:12:25 PM SUSPICIOUS/ACT/PERS/ UNABLE TO 1900 Morningside DR VEH LOCATE 13078629 5/31/2013 12:41:35 SUSPICIOUS/ACT/PERS/ COMPLETED 1900 Morningside DR PM VEH 13044347 3/29/2013 12:25:29 SUSPICIOUS/ACT/PERS/ COMPLETED 1900 Morningside DR AM VEH 13035530 3/11/2013 3:10:26 PM SUSPICIOUS/ACT/PERS/ UNABLE TO 1900 Morningside DR VEH LOCATE 13034206 3/8/2013 8:48:39 PM SUSPICIOUS/ACT/PERS/ COMPLETED 1900 Morningside DR VEH 13182793 12/4/2013 2:49:00 PM THEFT INCIDENT 1900 Morningside DR REPORT TAKEN 13157478 10/18/2013 9:45:43 THEFT UNDER 1900 Morningside DR AM INVESTIGATION 13156981 10/17/2013 11:11:25 THEFT COMPLETED 1900 Morningside DR AM 13154149 10/11/2013 10:17:27 THEFT UNDER 1900 Morningside DR PM INVESTIGATION 121 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13147631 9/30/2013 4:30:06 PM THEFT 13122855 8/19/2013 3:34:49 PM THEFT 13122850 8/19/2013 3:27:15 PM THEFT 13082962 6/8/2013 8:58:37 AM THEFT 13058038 4/24/2013 9:10:39 AM THEFT 13013909 1/29/2013 9:01:35 AM THEFT 13141695 9/20/2013 8:08:59 AM THEFT/MOTOR INCIDENT 1900 Morningside DR VEHICLE 13149143 10/3/2013 4:59:38 PM TR/PARKING 13141084 9/19/2013 9:38:53 AM TR/PARKING INCIDENT 1900 Morningside DR REPORT TAKEN COMPLETED INCIDENT 1900 Morningside DR REPORT TAKEN 2501 Bradford Dr PREVIOUS 1900 Morningside DR INCIDENT 1/12/2013 9:50:28 PM INCIDENT 1900 Morningside DR REPORT TAKEN INCIDENT 1900 Morningside DR REPORT TAKEN INCIDENT 1900 Morningside DR REPORT TAKEN COMPLETED INCIDENT 1900 Morningside DR REPORT TAKEN TR/SCHOOL PATROL PARKING TICKET 1900 Morningside DR PARKING TICKET 1900 Morningside DR 13036541 3/13/2013 3:36:25 PM TR/RECKLESS DRIVER EXTRA PATROL 1900 Morningside DR 13012459 1/26/2013 10:56:45 TR/RECKLESS DRIVER COMPLETED 1900 Morningside DR 2501 Bradford Dr AM 2501 Bradford Dr COMPLETED 2501 Bradford Dr 13005629 1/12/2013 9:50:28 PM TR/RECKLESS DRIVER UNABLE TO 1900 Morningside DR LOCATE 13144312 9/24/2013 3:04:23 PM TR/SCHOOL PATROL COMPLETED 1900 morningside dr 13140699 9/18/2013 3:41:06 PM TR/SCHOOL PATROL COMPLETED 1900 Morningside Dr 13133652 9/6/2013 8:00:42 AM TR/SCHOOL PATROL COMPLETED 1900 Morningside DR 13125048 8/23/2013 7:44:05 AM TR/SCHOOL PATROL COMPLETED 1900 Morningside Dr 13123802 8/21/2013 7:45:45 AM TR/SCHOOL PATROL COMPLETED 1900 Morningside Dr 13080114 6/3/2013 7:21:00 AM TR/SCHOOL PATROL COMPLETED 1900 Morningside DR 13006860 1/15/2013 3:17:32 PM TR/SCHOOL PATROL COMPLETED 1900 Morningside DR 13066357 5/8/2013 3:40:31 PM TRESPASS 13008511 1/18/2013 8:13:53 PM TRESPASS 13007758 1/17/201312:08:23 TRESPASS PM 13189604 12/17/2013 4:40:17 911 HANGUP PM 13178944 11/26/201312:31:28 911 HANGUP PM 13152769 10/9/2013 2:24:03 PM 911 HANGUP 13149656 10/4/201312:14:43 911 HANGUP PM 13128697 8/29/20139:16:20 AM 911 HANGUP 122 WARNING ISSUED 1900 Morningside DR VERBAL WARNING ISSUED 1900 Morningside DR VERBAL COMPLETED 1900 Morningside DR COMPLETED 2501 Bradford Dr COMPLETED 2501 Bradford Dr COMPLETED 2501 Bradford Dr COMPLETED 2501 Bradford Dr COMPLETED 2501 Bradford Dr *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13073528 5/21/2013 8:41:39 AM 911 HANGUP INFORMATION 2501 Bradford Dr 13024847 2/19/201310:09:18 911 HANGUP COMPLETED AM 13021154 2/12/2013 2:23:27 PM 911 HANGUP INFORMATION 13178181 11/24/2013 9:11:51 ALARM/BURGLARY UNK CAUSE 9/20/2013 12:09:17 PM ALARM 13092218 6/24/2013 8:24:41 PM ALARM/BURGLARY UNK CAUSE AM OPEN ALARM 13041175 3/22/2013 10:14:26 ALARM/BURGLARY UNK CAUSE PROGRESS PM 2/12/2013 6:29:32 PM ALARM 13028401 2/26/2013 6:24:12 AM ALARM/BURGLARY EMPL ERROR 4/12/2013 1:29:38 PM FIRE RESPONSE LAW ALARM 13023351 2/16/2013 8:03:09 AM ALARM/BURGLARY UNK CAUSE ALARM 13019793 2/9/2013 8:37:26 PM ALARM/BURGLARY UNK CAUSE ALARM 13172863 11/15/2013 7:00:54 ANIMAL/CALL GENERAL UNABLE TO AM LOCATE 13024982 2/19/2013 3:23:54 PM ASSAULT ARREST MADE 13009605 1/20/2013 9:33:31 PM ASSIST OTHER COMPLETED COMPLETED COMPLETED 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr CHARGED/RELEA 2501 Bradford Dr SED COMPLETED 2501 Bradford Dr COMPLETED 13000826 1/2/2013 5:27:11 PM FIRE RESPONSE LAW COMPLETED 13171522 11/12/2013 4:15:55 AGENCY 13141785 9/20/2013 12:09:17 BUSINESS CHECK PM OPEN 13141760 9/20/2013 10:58:43 BUSINESS CHECK AM OPEN 13074060 5/22/2013 9:42:51 AM DIST/FIGHT IN INFO/ALL OTHER INFO EXTRA PATROL PROGRESS 13021286 2/12/2013 6:29:32 PM DIST/FIGHT IN 13011186 1/24/2013 8:05:46 AM PROGRESS 13051896 4/12/2013 1:29:38 PM FIRE RESPONSE LAW COMPLETED COMPLETED COMPLETED 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr CHARGED/RELEA 2501 Bradford Dr SED COMPLETED 2501 Bradford Dr COMPLETED 13000826 1/2/2013 5:27:11 PM FIRE RESPONSE LAW COMPLETED 13171522 11/12/2013 4:15:55 FOOT PATROL COMPLETED PM 13037742 3/15/2013 3:39:42 PM FRAUD/FORGERY INCIDENT REPORT TAKEN 13124535 8/22/2013 11:20:21 INFO/ALL OTHER INFO EXTRA PATROL AM 13011186 1/24/2013 8:05:46 AM INFO/ALL OTHER INFO INFORMATION 13176199 11/21/2013 12:53:46 PM 13175711 11/20/2013 3:07:59 PM 13163808 10/29/2013 3:05:42 PM 13145301 9/26/2013 10:51:21 AM 123 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr JUV/GENERAL IGNORE 2501 Bradford Dr JUV/GENERAL CHARGED/RELEA 2501 Bradford Dr SED JUV/GENERAL INCIDENT 2501 Bradford Dr REPORT TAKEN JUV/GENERAL COMPLETED 2501 Bradford Dr *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13070648 5/16/201312:33:50 JUV/GENERAL PM 13068904 5/13/2013 9:55:49 AM JUV/GENERAL 13062320 5/1/2013 9:37:50 AM JUV/GENERAL 13057706 4/23/2013 3:55:02 PM JUV/GENERAL 13024886 2/19/201312:07:59 JUV/GENERAL PM 13003019 1/7/2013 12:38:10 PM JUV/GENERAL 13127612 8/27/2013 1:37:59 PM MEDICAL RESPONSE LAW 13048357 4/5/2013 5:16:28 PM MVA/PROPERTY DAMAGE ACCIDENT 13057190 4/22/2013 2:33:33 PM NARCOTICS 13168350 11/6/2013 10:52:39 OUT FOR AM INVEST/FOLLOW UP 13059321 4/26/2013 12:17:47 OUT FOR PM INVEST/FOLLOW UP 13057574 4/23/2013 9:51:44 AM OUT FOR INVEST/FOLLOW UP 13136803 9/11/2013 3:24:17 PM PROPERTY/FOUND 13076447 5/27/2013 7:04:08 AM PROPERTY/FOUND COMPLETED 2501 Bradford Dr CANCEL BY 2501 Bradford Dr COMPL INFORMATION CHARGED/RELEA 2501 Bradford Dr SED COMPLETED CHARGED/RELEA 2501 Bradford Dr SED 13037243 INCIDENT 2501 Bradford Dr REPORT TAKEN CHARGED/RELEA 2501 Bradford Dr SED 3/29/2013 7:09:25 PM COMPLETED 2501 Bradford Dr INCIDENT REPORT TAKEN ARREST MADE COMPLETED COMPLETED COMPLETED UNABLE TO LOCATE COMPLETED 13125260 8/23/2013 3:28:58 PM PROPERTY/RECOVER PREVIOUS STOLEN INCIDENT 13168890 11/7/2013 2:19:16 PM PUBLIC ASSIST INFORMATION 13133159 9/5/2013 9:11:29 AM PUBLIC ASSIST COMPLETED 13073703 5/21/2013 3:24:36 PM PUBLIC ASSIST COMPLETED 13033853 3/8/2013 9:28:28 AM PUBLIC ASSIST COMPLETED 13133678 9/6/2013 8:52:07 AM SPECIAL ASSIGNMENT COMPLETED 13172369 11/14/2013 9:59:05 SUSPICIOUS/ACT/PERS/ COMPLETED 124 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr AM VEH 13165890 11/2/2013 12:21:40 SUSPICIOUS/ACT/PERS/ COMPLETED AM VEH 13037243 3/14/2013 7:47:59 PM SUSPICIOUS/ACT/PERS/ EXTRA PATROL VEH 13044836 3/29/2013 7:09:25 PM THEFT INCIDENT REPORT TAKEN 13044519 3/29/2013 9:39:49 AM THEFT INCIDENT REPORT TAKEN 13044512 3/29/2013 9:18:21 AM THEFT INCIDENT REPORT TAKEN 13008240 1/18/2013 9:29:22 AM THEFT INCIDENT REPORT TAKEN 124 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 2501 Bradford Dr 13051520 *Iowa City JR High/High Schools - TRAFFIC STOP 13002289 IOWA CITY POLICE DEPARTMENT 13015561 13173200 11/15/2013 7:15:44 THREATS INCIDENT 2501 Bradford Or WELFARE CHECK PM REPORTTAKEN TR/SCHOOL PATROL 13171848 11/13/2013 10:03:25 TR/RECKLESS DRIVER UNABLE TO 2501 Bradford Dr 1/11/2013 9:52:46 AM AM LOCATE 13139975 9/17/2013 9:13:37 AM TR/SCHOOL PATROL COMPLETED 2501 Bradford Dr 13125060 8/23/2013 7:59:30 AM TR/SCHOOL PATROL COMPLETED 2501 Bradford Or 13073540 5/21/2013 9:04:17 AM TR/SCHOOL PATROL COMPLETED 2501 Bradford Dr 13010719 1/23/2013 9:21:16 AM TR/SCHOOL PATROL COMPLETED 2501 Bradford Or 13051520 4/11/2013 6:31:36 PM TRAFFIC STOP 13002289 1/5/2013 9:25:47 PM TRAFFIC STOP 13015561 2/1/2013 3:19:27 PM TRESPASS 13181820 12/2/2013 5:07:29 PM WELFARE CHECK 13183173 12/5/2013 9:40:58 AM TR/SCHOOL PATROL 13183937 12/6/2013 4:57:15 PM 911 HANGUP 13156095 10/15/2013 6:59:33 911 HANGUP WARNING ISSUED 2501 Bradford Dr VERBAL TRAFFIC 2501 Bradford Dr CITATION INCIDENT 2501 Bradford Or REPORT TAKEN COMPLETED 2501 Bradford Dr COMPLETED 2901 Melrose COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE UNK CAUSE 2901 Melrose AVE ALARM COMPLETED 2901 Melrose AVE INFORMATION 2901 Melrose AVE COMPLETED 2901 Melrose AVE 13184321 12/7/2013 11:41:09 ANIMAUCALL GENERAL CANCEL BY 2901 Melrose AVE AM COMPL 13086211 6/14/2013 1:09:19 PM ANIMAUCALL GENERAL COMPLETED 2901 Melrose AVE 13077241 5/28/2013 7:06:13 PM ANIMAUCALL GENERAL CANCEL 2901 Melrose AVE ENROUTE ALARM 13066785 5/9/2013 12:08:29 PM ANIMAUCALL GENERAL COMPLETED 2901 Melrose AVE 13156086 10/15/2013 6:43:20 ANIMAL/CARCASS UNABLE TO 2901 Melrose AVE PM LOCATE 13021068 2/12/2013 10:55:28 ANIMAUCARCASS COMPLETED 2901 Melrose AVE AM 13080247 6/3/2013 11:53:12 AM ASSAULT DECLINE REPORT 2901 Melrose AVE ON SCENE 13022197 2/14/201311:12:03 ASSAULT AM 125 INCIDENT 2901 Melrose AVE REPORT TAKEN PM 13112512 7/31/201310:26:26 911 HANGUP AM 13064460 5/5/2013 9:23:06 AM 911 HANGUP 13004886 1/11/201310:42:59 911 HANGUP AM 13004866 1/11/2013 9:52:46 AM 911 HANGUP WARNING ISSUED 2501 Bradford Dr VERBAL TRAFFIC 2501 Bradford Dr CITATION INCIDENT 2501 Bradford Or REPORT TAKEN COMPLETED 2501 Bradford Dr COMPLETED 2901 Melrose COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE UNK CAUSE 2901 Melrose AVE ALARM COMPLETED 2901 Melrose AVE INFORMATION 2901 Melrose AVE COMPLETED 2901 Melrose AVE 13184321 12/7/2013 11:41:09 ANIMAUCALL GENERAL CANCEL BY 2901 Melrose AVE AM COMPL 13086211 6/14/2013 1:09:19 PM ANIMAUCALL GENERAL COMPLETED 2901 Melrose AVE 13077241 5/28/2013 7:06:13 PM ANIMAUCALL GENERAL CANCEL 2901 Melrose AVE ENROUTE ALARM 13066785 5/9/2013 12:08:29 PM ANIMAUCALL GENERAL COMPLETED 2901 Melrose AVE 13156086 10/15/2013 6:43:20 ANIMAL/CARCASS UNABLE TO 2901 Melrose AVE PM LOCATE 13021068 2/12/2013 10:55:28 ANIMAUCARCASS COMPLETED 2901 Melrose AVE AM 13080247 6/3/2013 11:53:12 AM ASSAULT DECLINE REPORT 2901 Melrose AVE ON SCENE 13022197 2/14/201311:12:03 ASSAULT AM 125 INCIDENT 2901 Melrose AVE REPORT TAKEN *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13017962 2/6/2013 10:49:44 AM ASSAULT 13032503 3/5/2013 9:49:24 PM ASSIST OTHER AGENCY 13181384 12/1/2013 7:07:57 PM BURGLARYNEHICLE 13181060 11/30/201311:01:37 BURGLARYNEHICLE 13058755 4/25/2013 2:16:01 PM ESCORT/RELAY 13189716 12/17/2013 8:36:16 EXTRA PATROL PM REQUEST 13183975 12/6/2013 6:21:31 PM EXTRA PATROL REQUEST 13182063 12/3/2013 7:34:48 AM EXTRA PATROL REQUEST 13181348 12/1/2013 5:28:36 PM EXTRA PATROL REQUEST 13128061 8/28/2013 8:15:51 AM EXTRA PATROL REQUEST 13099565 7/7/2013 11:40:34 AM EXTRA PATROL REQUEST 13056688 4/21/2013 7:16:22 AM EXTRA PATROL REQUEST 13034508 3/9/2013 8:39:17 AM EXTRA PATROL REQUEST 13027464 2/24/2013 7:21:50 AM EXTRA PATROL REQUEST 13023892 2/17/2013 7:55:24 AM EXTRA PATROL REQUEST 13007632 1/17/2013 6:46:45 AM EXTRA PATROL REQUEST 13007334 1/16/2013 3:43:02 PM EXTRA PATROL REQUEST 13154880 10/13/2013 6:44:30 FIRE RESPONSE LAW AM 126 INCIDENT REPORT TAKEN COMPLETED INCIDENT REPORT TAKEN INCIDENT REPORT TAKEN INCIDENT REPORT TAKEN COMPLETED ARREST MADE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE CHARGED/RELEA 2901 Melrose AVE SED COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose AVE EXTRA PATROL 2901 Melrose AVE COMPLETED 2901 Melrose AVE EXTRA PATROL 2901 Melrose AVE COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave PREVIOUS 2901 Melrose Ave INCIDENT COMPLETED 2901 melrose ave INFORMATION 2901 Melrose AVE PM 13181045 11/30/201310:30:05 BURGLARYNEHICLE PM 13117610 8/9/2013 7:05:42 PM CRIMINAL MISCNANDALISM 13053990 4/16/2013 9:05:21 AM CRIMINAL MISCNANDALISM 13149034 10/3/201312:16:49 DIST/FIGHT IN PM PROGRESS 13132762 9/4/2013 3:45:41 PM DIST/FIGHT IN PROGRESS 13065863 5/7/2013 7:06:32 PM DIST/FIGHT IN PROGRESS 13050018 4/8/2013 4:32:38 PM DIST/NOISE GENERAL 13120639 8/15/2013 3:37:44 PM ESCORT/RELAY 13058755 4/25/2013 2:16:01 PM ESCORT/RELAY 13189716 12/17/2013 8:36:16 EXTRA PATROL PM REQUEST 13183975 12/6/2013 6:21:31 PM EXTRA PATROL REQUEST 13182063 12/3/2013 7:34:48 AM EXTRA PATROL REQUEST 13181348 12/1/2013 5:28:36 PM EXTRA PATROL REQUEST 13128061 8/28/2013 8:15:51 AM EXTRA PATROL REQUEST 13099565 7/7/2013 11:40:34 AM EXTRA PATROL REQUEST 13056688 4/21/2013 7:16:22 AM EXTRA PATROL REQUEST 13034508 3/9/2013 8:39:17 AM EXTRA PATROL REQUEST 13027464 2/24/2013 7:21:50 AM EXTRA PATROL REQUEST 13023892 2/17/2013 7:55:24 AM EXTRA PATROL REQUEST 13007632 1/17/2013 6:46:45 AM EXTRA PATROL REQUEST 13007334 1/16/2013 3:43:02 PM EXTRA PATROL REQUEST 13154880 10/13/2013 6:44:30 FIRE RESPONSE LAW AM 126 INCIDENT REPORT TAKEN COMPLETED INCIDENT REPORT TAKEN INCIDENT REPORT TAKEN INCIDENT REPORT TAKEN COMPLETED ARREST MADE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE CHARGED/RELEA 2901 Melrose AVE SED COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose AVE EXTRA PATROL 2901 Melrose AVE COMPLETED 2901 Melrose AVE EXTRA PATROL 2901 Melrose AVE COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave PREVIOUS 2901 Melrose Ave INCIDENT COMPLETED 2901 melrose ave INFORMATION 2901 Melrose AVE 13070180 5/15/2013 3:23:56 PM FIRE RESPONSE LAW COMPLETED 2901 Melrose AVE 13167579 *Iowa City JR High/High Schools - FOOT PATROL COMPLETED IOWA CITY POLICE DEPARTMENT 8/30/2013 7:01:29 PM 13150584 10/5/2013 4:20:24 PM FIRE RESPONSE LAW UNABLE TO 2901 Melrose AVE 5/3/2013 3:43:09 PM HARASSMENT/OBSCEN LOCATE 2901 Melrose AVE 13100542 7/9/2013 9:18:36 AM FIRE RESPONSE LAW IGNORE 2901 Melrose AVE 13100539 7/9/2013 9:17:34 AM FIRE RESPONSE LAW IGNORE 2901 Melrose AVE 13084552 6/11/2013 1:09:22 PM FIRE RESPONSE LAW COMPLETED 2901 Melrose AVE 13070180 5/15/2013 3:23:56 PM FIRE RESPONSE LAW COMPLETED 2901 Melrose AVE 13167579 11/4/2013 8:04:04 PM FOOT PATROL COMPLETED 2901 Melrose AVE 13129690 8/30/2013 7:01:29 PM FOOT PATROL COMPLETED 2901 Melrose AVE 13063544 5/3/2013 3:43:09 PM HARASSMENT/OBSCEN PREVIOUS 2901 Melrose AVE E PHONE INCIDENT 13064150 5/4/2013 8:52:15 PM INFO/ALL OTHER INFO INFORMATION 2901 Melrose AVE 13182770 12/4/201312:45:59 JUV/GENERAL INCIDENT 2901 Melrose AVE PM REPORT TAKEN 13160711 10/24/201312:57:33 JUV/GENERAL INCIDENT 2901 Melrose AVE PM REPORTTAKEN 13136402 9/10/2013 8:52:53 PM JUWGENERAL COMPLETED 2901 Melrose AVE 13123865 8/21/2013 9:28:39 AM JUV/GENERAL CHARGED/RELEA 2901 Melrose AVE SED 13104219 7/15/2013 9:41:42 PM JUV/GENERAL COMPLETED 2901 Melrose AVE 13043287 3/27/2013 8:11:43 AM JUWGENERAL ARREST MADE 2901 Melrose AVE 13179000 11/26/2013 2:36:03 MEDICAL RESPONSE COMPLETED 2901 Melrose AVE PM LAW 13133237 9/5/2013 12:41:29 PM MEDICAL RESPONSE PT 2901 Melrose AVE LAW TRANSPORTED 13132304 9/3/2013 7:31:34 PM MEDICAL RESPONSE COMPLETED 2901 Melrose AVE LAW 13057541 4/23/2013 8:00:14 AM MEDICAL RESPONSE ARREST MADE 2901 Melrose AVE LAW 13054621 4/17/2013 1:05:55 PM MEDICAL RESPONSE COMPLETED 2901 Melrose AVE LAW 13012092 1/25/2013 7:44:48 PM MEDICAL RESPONSE COMPLETED 2901 Melrose AVE LAW 13122837 8/19/2013 2:30:55 PM MISSING/JUVENILE CANCEL BY 2901 Melrose AVE COMPL 13186337 12/11/2013 7:56:04 MVA/HIT AND RUN PD INCIDENT 2901 Melrose AVE AM REPORT TAKEN 13136915 9/11/2013 6:50:09 PM MVA/HIT AND RUN PD INCIDENT 2901 Melrose AVE REPORT TAKEN 13136911 9/11/2013 6:34:19 PM MVA/HIT AND RUN PD INCIDENT 2901 Melrose AVE REPORT TAKEN 13135286 9/8/2013 5:01:19 PM MVA/HIT AND RUN PD NO REPORT 2901 Melrose AVE 13104028 7/15/2013 2:39:19 PM MVA/HIT AND RUN PD INCIDENT 2901 Melrose AVE REPORT TAKEN 13056218 4/20/2013 12:32:25 MVA/HIT AND RUN PD INCIDENT 2901 Melrose AVE PM REPORT TAKEN 127 13190601 13186499 13185984 13127447 13127446 13117598 13042705 13006893 13189053 13189052 13189006 13189003 13188992 13155417 13153257 13137759 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 12/19/2013 2:33:34 MVA/PROPERTY PM DAMAGE ACCIDENT 12/11/2013 3:34:13 MVA/PROPERTY PM DAMAGE ACCIDENT 12/10/2013 3:27:57 MVA/PROPERTY PM DAMAGE ACCIDENT 8/27/2013 7:23:24 AM MVA/PROPERTY REPORT TAKEN DAMAGE ACCIDENT 8/27/2013 7:23:16 AM MVA/PROPERTY SED DAMAGE ACCIDENT 8/9/2013 6:40:36 PM MVA/PROPERTY SED DAMAGE ACCIDENT 3/26/2013 7:48:42 AM MVA/PROPERTY REPORT TAKEN DAMAGE ACCIDENT 1/15/2013 4:39:00 PM MVA/PROPERTY SED DAMAGE ACCIDENT 12/16/2013 3:37:53 NARCOTICS PM 12/16/2013 3:37:29 NARCOTICS PM 12/16/2013 1:33:44 NARCOTICS PM 12/16/20131:18:00 NARCOTICS PM 12/16/201312:37:11 NARCOTICS PM 10/14/20131:36:52 NARCOTICS PM 10/10/201310:55:53 NARCOTICS AM 9/13/2013 9:32:38 AM NARCOTICS 13051857 4/12/201311:58:30 NARCOTICS AM 13006834 1/15/20132:05:01 PM NARCOTICS 13004849 1/11/2013 9:05:35 AM NARCOTICS 13011759 1/25/2013 9:30:45 AM OUT FOR INVEST/FOLLOW UP 13007210 1/16/2013 9:53:48 AM OUT FOR INVEST/FOLLOW UP 13099567 7/7/2013 11:45:24 AM OUT WITH SUBJ 13000407 1/1/2013 7:37:47 PM OUT WITH SUBJ 13189450 12/17/2013 10:20:08 PHONE REQUEST REPORT TAKEN AM INCIDENT 13187426 12/13/2013 11:07:58 PHONE REQUEST INCIDENT AM REPORT TAKEN 13186891 12/12/2013 11:50:29 PHONE REQUEST SED AM CHARGED/RELEA 128 CANCEL BY 2901 Melrose AVE COMPL INCIDENT 2901 Melrose AVE REPORT TAKEN INCIDENT 2901 Melrose AVE REPORT TAKEN IGNORE 2901 Melrose AVE INCIDENT 2901 Melrose AVE REPORT TAKEN COMPLETED INCIDENT 2901 Melrose AVE REPORT TAKEN 2901 INCIDENT 2901 Melrose AVE REPORT TAKEN Melrose AVE INCIDENT 2901 Melrose AVE REPORT TAKEN COMPLETED CHARGED/RELEA 2901 Melrose AVE SED CHARGED/RELEA 2901 Melrose AVE SED INCIDENT 2901 Melrose AVE REPORT TAKEN CHARGED/RELEA 2901 Melrose AVE SED INCIDENT 2901 Melrose AVE REPORTTAKEN INCIDENT 2901 Melrose AVE REPORT TAKEN CHARGED/RELEA 2901 Melrose AVE SED INCIDENT 2901 Melrose AVE REPORT TAKEN ARREST MADE 2901 Melrose AVE CHARGED/RELEA 2901 Melrose AVE SED INCIDENT 2901 Melrose AVE REPORT TAKEN COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE 13163301 13144819 13137204 13164437 13161476 13154899 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 10/28/2013 3:35:41 PHONE REQUEST COMPLETED 2901 Melrose AVE PM 9/25/2013 11:48:48 PHONE REQUEST COMPLETED 2901 Melrose AVE AM 9/12/2013 9:21:44 AM PUBLIC ASSIST PREVIOUS HANDLED BY 2901 Melrose AVE INCIDENT 10/30/2013 6:58:15 SPECIAL ASSIGNMENT COMPLETED PM 13183983 12/6/2013 6:35:01 PM 10/25/2013 6:14:02 SPECIAL ASSIGNMENT COMPLETED PM VEH 10/13/2013 9:01:14 SPECIAL ASSIGNMENT COMPLETED AM 13149894 10/4/2013 8:08:30 PM SPECIAL ASSIGNMENT COMPLETED 13138047 9/13/2013 5:58:01 PM SPECIAL ASSIGNMENT COMPLETED 13015367 2/1/2013 8:07:30 AM SPECIAL ASSIGNMENT INCIDENT REPORT TAKEN 13004561 1/10/2013 6:31:05 PM SPECIAL ASSIGNMENT COMPLETED 2901 MELROSE AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose Ave 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 2901 Melrose AVE 13171016 11/11/20132:58:40 SUICIDE/LAW HANDLED BY 2901 Melrose AVE PM OTHER AGENCY 13183983 12/6/2013 6:35:01 PM SUSPICIOUS/ACT/PERS/ COMPLETED 2901 Melrose AVE VEH 13106602 7/20/2013 2:53:30 AM SUSPICIOUS/ACT/PERS/ WARNING ISSUED 2901 Melrose AVE VEH VERBAL 13073921 5/22/2013 12:11:42 SUSPICIOUS/ACT/PERS/ UNABLE TO 2901 Melrose AVE AM VEH LOCATE 13007144 1/16/2013 7:13:51 AM SUSPICIOUS/ACT/PERS/ INCIDENT 2901 Melrose AVE VEH REPORT TAKEN 13002963 1/7/2013 10:27:18 AM TEST -Law IGNORE 2901 Melrose AVE 13189452 12/17/201310:21:55 THEFT INCIDENT 2901 Melrose AVE AM REPORT TAKEN 13185893 12/10/201311:31:23 THEFT ONLINE REPORT 2901 Melrose AVE AM 13183338 12/5/2013 3:49:55 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13161285 10/25/2013 12:34:29 THEFT INCIDENT 2901 Melrose AVE PM REPORT TAKEN 13159634 10/22/2013 8:34:20 THEFT INCIDENT 2901 Melrose AVE AM REPORT TAKEN 13157166 10/17/2013 6:10:15 THEFT INCIDENT 2901 Melrose AVE PM REPORT TAKEN 13153489 10/10/2013 7:26:08 THEFT INCIDENT 2901 Melrose AVE PM REPORT TAKEN 13140078 9/17/201312:59:14 THEFT INCIDENT 2901 Melrose AVE PM REPORT TAKEN 13140019 9/17/2013 10:35:21 THEFT UNDER 2901 Melrose AVE AM INVESTIGATION 13136252 9/10/2013 3:26:14 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 129 *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13133157 9/5/2013 9:03:10 AM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13127651 8/27/2013 2:41:38 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13074082 5/22/2013 10:39:14 THEFT CHARGED/RELEA 2901 Melrose AVE AM SED 13058757 4/25/2013 2:16:45 PM THEFT NO REPORT 2901 Melrose AVE 13036506 3/13/2013 2:37:25 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13016167 2/2/2013 4:35:00 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13013672 1/28/2013 6:12:59 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13011355 1/24/2013 2:05:43 PM THEFT UNDER 2901 Melrose AVE INVESTIGATION 13007394 1/16/2013 5:48:47 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13006927 1/15/2013 6:12:26 PM THEFT INCIDENT 2901 Melrose AVE REPORT TAKEN 13182971 12/4/2013 10:11:17 THEFT/MOTOR INCIDENT 2901 Melrose AVE PM VEHICLE REPORT TAKEN 13179133 11/26/2013 7:56:18 THEFT/MOTOR INCIDENT 2901 Melrose AVE PM VEHICLE REPORT TAKEN 13178648 11/25/2013 9:45:09 THEFT/MOTOR INCIDENT 2901 Melrose AVE PM VEHICLE REPORT TAKEN 13136943 9/11/2013 7:54:14 PM THEFT/MOTOR UNDER 2901 MELROSE AVE VEHICLE INVESTIGATION 13187582 12/13/2013 4:55:28 TR/MOTORIST ASSIST COMPLETED 2901 Melrose AVE PM 13176576 11/22/2013 6:10:12 TR/MOTORIST ASSIST COMPLETED 2901 Melrose AVE AM 13143596 9/23/2013 7:59:28 AM TR/MOTORIST ASSIST VEHICLE TOWED 2901 Melrose AVE 13131192 9/1/2013 5:16:43 PM TR/MOTORIST ASSIST COMPLETED 2901 Melrose AVE 13067915 5/11/2013 7:48:36 AM TR/PARKING COMPLETED 2901 Melrose AVE 13087823 6/17/2013 11:20:59 TR/RECKLESS DRIVER UNABLE TO 2901 Melrose AVE AM LOCATE 13135511 9/9/2013 7:57:53 AM TR/ROAD HAZARD COMPLETED 2901 Melrose AVE 13120058 8/14/2013 1:08:23 PM TR/ROAD HAZARD COMPLETED 2901 Melrose AVE 13085165 6/12/2013 3:42:49 PM TR/ROAD HAZARD COMPLETED 2901 Melrose AVE 13057122 4/22/2013 11:21:49 TR/ROAD HAZARD AM 13005512 1/12/2013 5:10:15 PM TR/ROAD HAZARD 13125098 8/23/2013 9:28:22 AM TR/SCHOOL PATROL 13186888 12/12/2013 11:44:03 TRAFFIC STOP AM 130 UNABLE TO 2901 Melrose AVE LOCATE UNABLE TO 2901 Melrose AVE LOCATE COMPLETED 2901 Melrose Ave WARNING ISSUED 2901 Melrose AVE VERBAL *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 13180464 11/29/2013 6:28:18 TRAFFIC STOP PM 13130596 8/31/2013 7:55:26 PM TRAFFIC STOP 13106835 7/20/2013 3:52:22 PM TRAFFIC STOP 13093187 6/26/2013 4:18:25 PM TRAFFIC STOP 13036389 3/13/2013 10:39:06 TRAFFIC STOP AM 13170359 11/10/2013 8:24:11 TRAINING AM 13162660 10/27/2013 9:29:40 TRAINING AM 13098307 7/5/2013 9:25:18 AM TRAINING 13031274 3/3/2013 8:11:13 AM TRAINING 13138124 9/13/2013 8:19:51 PM TRESPASS 13178529 11/25/20133:44:49 VEHICLE UNLOCK PM 13159439 10/21/20138:19:40 VEHICLE UNLOCK PM 13147541 9/30/2013 1:33:02 PM VEHICLE UNLOCK 13066881 5/9/2013 3:34:56 PM VIOLATION NO CONTACT ORDER 13136398 9/10/2013 8:28:00 PM WEAPONS OFFENSE 13176664 11/22/20139:35:03 WELFARE CHECK AM 13152819 10/9/2013 4:05:03 PM WELFARE CHECK Dispatch Dispatch Date Call Type Number 131 WARNING ISSUED 2901 Melrose AVE VERBAL TRAFFIC 2901 Melrose AVE CITATION WARNING ISSUED 2901 Melrose AVE VERBAL WARNING ISSUED 2901 Melrose AVE VERBAL WARNING ISSUED 2901 Melrose AVE VERBAL COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave COMPLETED 2901 Melrose Ave CHARGED/RELEA 2901 Melrose AVE SED COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE UNDER 2901 Melrose AVE INVESTIGATION CHARGED/RELEA 2901 Melrose AVE SED COMPLETED 2901 Melrose AVE COMPLETED 2901 Melrose AVE Cleared By Incident Address *Iowa City JR High/High Schools - IOWA CITY POLICE DEPARTMENT 132 O V IL 0 0 i n m u e E 3 �F n Q. uE > IL 'C O O CL O V ai ■ e O f II am L a E Q y� T `m V Y LL G 3 Cl) W u m R V IL O O 0 0 n m u e 3 �F n uE > IL > O LL O II e f II AO a E `m O Y LL Z a u m R a o � 9 o u `o � p O C 5 E R � m e � a. 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Y 11 E LL O a m` e 11 E IL m LL c W H o Q e c ` E E A m a pq d 11 d E LL w d q H C � e m s g Q a d 0 S Y E lL u o S 0 fA a d C m m 0 y 'a c a ° 11 c o CLm 0 d am C7 ca N " m f ! E ES a Z N V N o O N 0 0 0 11 II m E O A m ]� JL 11 E IL O c e II A E pq d Q d LL q H z s C a O o o � d am " 19 a z m p _ e z c 10 ° d m IL f Y m m W m r2 m LU W � o d a z C e 11 a z m E W _. LL O o O N 0 a c Q O N 11 N 0 0 0 n n e m E o q d _. 3 LL Y y of 11 E 7 7 L O c o A II E Q m LL cd_ � a e d a' 9 � C d E `u a Q m IL 11 m Q a d N C O II d M 'Ecm g a 11 d g Y d li v moC 7 g m m `d O 5 E d 'O C N 11 QI C I.I. d " a r N ! Z V N 0 e o n d n E e m m f LL x 3 N 11 7 7 E IL O IL o cd_ E Q m IL W a � g M g C . 9 `d O 5 E a d " a d N a n 10m it m ad IL � Y Q d m m m c N � M a d d � A V C n W cc IL E N 0 V W N O O II 11 d E e w d � LL T c M II c 7 7 E IL e a o n `m II E Q Iv LL a M f a m v Q c o 9 `y 0 5 E a II m II Q d d f W a v n w o Kn q d (1) W d E 2 d Y F t; w m LL m m LL m W N 2 � � U C n N1 C n � Em J E Q d E Q w w Z IL Ix N O O II 11 o E o a m 2! LL N c M II c E IL O O n m E g Q d c Q — i y o � E II Q d a LU v n w o U W w d LLLo 2 Y F w m LL m W_ N W C n � Em J E Q w w ? Ix 3 3 U N o a a o O o n n m E o a d c c V! II .12 Ja E c c IL 0 E � 11 e E IL m N � IL a m a c - 0 'C — d E o m a C a ° d E a o W a m a 11 m E E LE m Z 11 A Q 0 U) m m m M a L � II m Is N mIle A � m m pp d c 0 p m J o a a o 0 11 9 c N d C O a m oc n d z E IL n n d II C m d 0 CL f x c c W 0 N O 0 0 n n m E o a d � LL V! .12 Ja 11 c c E IL O IL m O 11 E 1d IL W 2 e a o m a C v d E g a 11 A Q •!c� i r � a CIS � II m n m m m LL x d O y A � m m pp d c d c c II .L. c 0 II W w 0 oad a 0 11 9 c N d C O a m oc n d z E IL n n d II C m d 0 CL f x c c W 0 N O N O O V 2 O P o e II It m E e m d LL N JL JL II c c 7 E IL O a O 11 `e_ A E a N LL � a d Q — 9 Y O c E II E II a CI c m W Cm C P V P 0 a N II [] c n i W d rn m a m E U) LL N m IL y Y Y d ice+ W d C a0 m � m v L O LU � a o � e n rn w m E IL LU LU A 3 3 c t G 2 O P V a e o II II E e wm m LL N II c c E IL e a o II A E a m LL � a w Q — 9 m O � E II E m W V P Z cO n W d rn m m E U) LL N � Y W w m J a0 � O LU E IL LU LU ne 3 3 c V a M O O 0 N O O II 11 d E o ad o � LL , c Y n > jc E IL O IL O 11 d E a LL N d q g a d c W C `d o 9 E e a d a II E d Q m m i+ 'lde o LL if E c Ja w 0 d ' a if w Q d d J if d V d LL tph Y d r e m c m m m C 7 O D 0 u1 9 N li c 11 F m c n m d CD d LM LL v a 3 3 O O 0 N e N O O 11 If d E e w d � LL , .12 Y 11 7 E LL O IL O II a E d LL � a W C 9 y e E a II Q m m i+ d � e E a 0 11 a d if d V d N C LL Y r d W d m m R O D 0 9 li e m c II d d LM v e N O N c O o N N O II II E e wd � LL JL � II c c N E IL O IL � O a o li 11 a i E d Q C Q dl IL a ri a II d � m A a C a 9 EI N 5 E F Q w Q O m d O II Q „ _a O ` a v LL $ a d O1 a 'O II q d Iq II d a d d LL Y V d A m m M � � Wd � � 0 C u 2 d LL O v Cc _� a 2 O O o N N II d II E w m f LL JCa II c c E IL O � d � n E Q m li q i a d Q C O a m II d E a m A a N " C m d F Q d �LL N Y O m d O d c N „ _a O ` a v LL $ a N O o N 0 0 n n o E M Wm d LL 3 x N 11 JL c y j � d LL e O 2 II E m LL f a m C a E - m v — E E g a E " m d W C n� c N n V A m d E � Q o E LL w LL o Y Y W m m C m p' m pp O L m m L M d C n 1p J M n A 3 C m ° � 3 'E IL C m E U 06 2m U. O v A 5 0 0 n n o E o w d LL N H JL c y j � 1L O ZO 11 E m LL � a m C a - m o E g a m d C � 11 V d E � LL w � Y 0 m m m C m � O L m M d C n c7 A 3 m � 'E IL C � s O A N 2 O w O o n n d E e A Y LL J[ JL 11 c c E IL O IL O II Y E d E m IL Q A d g Q a c ro v i y c E d a a E " E � d a o KL � a a N n N! C" d N Y ?1 N a m E a m E fa d ILL W � Y J � it Y d o a W m m K Z L e O d m LU C 11 oc d a II J d E Q LL LL rn 7 N O w 0 0 n n d E e ie s LL II c c E IL e IL o II c d E Q Id IL � d f a ro v a C i y c E a II E � d a o KL i aKL o N n N! A d � J a m E Y LL v Y LL d o W m m Z LLId C n a d a II Y d 0 LL ? rn 7 N O w r d v W Oil a O N O O 0 0 II 11 A E e is m � LL N JL JL 11 7 7 E IL O IL o II `g n w E LL a g IL � a q 9 Q c � ffi O � E a m 11 Q II Q d f O a N c u W m 1q 11 Eo a q 0 gLL � LL Y V q d d m Qi m is e T m 9 L e � w d n 'p' Im d m E V w m LL C d d LL r i ? LL O N O O 0 o A N c c O W 0 0 11 II m E O q d � LL 3 Y II E IL O e 2 n w E 1� IL � a d C a m o e E II Q m O a N u q O •d II d a d w gLL Y m d q m m is e m a C e w c n 'p' m E ~ LL 7 r i ? LL 0 o A N c c O W O O O o A N O O r O N O O II d II E O q d O � LL n dY LL ro 11 II E E IL O IL o O o 11 E E m E � a = a C 9 m Z O 5 E a LU o m 11 Q a w m E II a f O o W LL Z m 1H m W Iq 11 W 3 a ° o d LL g � Y V O W � W m m c C m d m O E F O o O c C 11 W c 11 CLvVp/ 4) Y LL y W d LL OZS LLW U) N Z LL O N 9 O Y C 7 Gr m OI O 0 N O O II 11 m E O ry d TC LL ro II E IL O o n m E a g p 9 C Z Q LU o a w E II a m o W LL Z LL 1H n W A m 3 E d g W IL O Y � O W Z m 0 m F O � c 11 4) m LL y W Z OZS LLW U) J t LL !0 > 9 O Y C 7 Gr m OI O 0 N A 0) Z O a U Z O U U Z W W LU W LL O W w n W J LL o M A N O r 0 0 n d n E o a W o m LL N Y 3 N II c c E IL O IL O O O E qW Q 'y II W g E o G � c d E Q U a O LL II m Q 0 W � a d c U a R L: F O � E U Q Q W m m cZc i " a N n m E U 2 W J � m N c m d p 11 W ¢ d � �LL Y W N QI m t d N C C n d IL d A LM to a 2 LLL A N O r e M N 0 0 n n d E o m o LL V c c E IL O O 11 E qW Q 'y LL g 4 o G � c d E Q U II m Q 0 W N U a R N F a d W d E IL Y W U Q Q W m m cZc i m 'O C a n m N n m E U 2 W J � e M N t m 0 N o o e II 11 o m E o m d N ri LL O n Y JC P n c e E � 7 � IL O IL e ZO II m E dl IL W IL � a q a p c 9 m 0 i E ° o E E `m a II Q " a d W o LL o n W m W Y q II E a m � Y N LL m° m ImL Y V 41 0 � m W d ro m 'O r. O C e � Y N � C m n E � m W m Jj IL v to z x N o N E e o II m II E o m u f LL N n c c > E IL O J! E dl IL W = � a q C Q 9 m 0 5 E o a II Q m A f o C W m aY m � A LL Y N W m° m ImL m 0 o p d 'O r. N C n c C7 m E E W IL v to N E H N T O O 0 0 n m n E O A m O � LL c 11 c x 11 E IL O IL O O IL o 11 E m � 11 A n a 9 � E � m a 11 d W W � a o n d �yry Q Q m N Y O 5 E O m Q L d 11 G 9 C r n � y m m 0 U. �+ a 11 Wd �aq II W N LL O W A V m m � 7 L a � 9 � O C u � C7 m W E Lo v R N a 2 O O O N H N 0 0 n n m E O q m 3 x 11 E IL O a O m 11 E m � LL a ° n a 9 � c `y E 11 d Q - o n d �yry Q II d gLL m N Y A O m m L d 9 C r n � y °6 m 0 U. �+ O N H N 0 0 N N 0 9 c Y Inc e o O O 11 11 o d E e w d � LL II J2 Y 11 E IL O IL O O a o n A II A E Q N IL ad d LL � a � a O a c 0 9 d o E ' a 11 E m a m v m o c a e O O c U y o d m 11 N a m m c LL a m E E Y IL Y U u m QI m c m m •� � IG a C n L o � w � N d y 7 C7 m m m cai a CL 3 LL Q A � E 0 9 c Y Inc e o 0 3 0 C c 7 0 0 N O O II II E o md m � LL II c c IL O O n A E Q N IL A = � a M C g 9 `y 0 5 E a d 11 E m o a e II c m d a m d LL � Y V m N QI m e � a C n CD� O d cai a c 3 3 0 3 0 C c 7 0 0 N 'c 0 0 0 0 N N 0 0 IIII m E o m d e 2 LL Y N II .12 11 C c c C E 0 O LL O A O it E a m 11 m E _m a c c a z m IL m A Y c9 Z_ 'a c nz g W aq a m e z v IL Y Z W `m 0 c E W Z z LU W I.I. ot W L a z m It a d � o LL 0 n C d 'm it m a d E LL � Y {! d m m m m 16 o s c II c 06 LL e � 0 0 N N 0 11 11 m E e is d 11 C c c C E 0 O a A it E a m LL m m a c c a z EE m c9 Z_ 'a c nz If d W aq a 11 m m E z v IL Y Z W m LN �o c 0 11 d � u m O LL r W Z z LU W I.I. ot W L z 0 0 N N CL o e 3 O L (9 n nnOp ta N M a d m >` a a m 0 a II II e m E o n m O ri LL M II J[ JL N " 7 c E 7 IL e IL O 11 m o E A g E m Q C — O c d E m a � a " a C m g - E � c 5 o Q m m A e m m m a E � °d n e y x OI G d LL t R N CL o e 3 O L (9 n nnOp ta N M a d m >` a a m e o „ II E e wd d f LL O J2 3 M II 7 ? E IL O a o A E Q N IL � W � a M C g - E O c 5 E E d N c Ab d 11 m a d E Y O W N m m � L N r c „ � CD d E m eif � LL c Le L A L 7 CL o e 3 O L (9 n nnOp ta N M a d m >` a a m 0 ie V O O O N N O N o e II 11 O d E Jt JL n c e E � � LL O IL O IL n E IY A � LL W a W C O c E E a m IL " u a q i a � W o a C n u OI a d � E d x t to o C u m 7 m m L „ a a L m C c o e 11 3 a E d aO i LL c O N N O N 0 0 n d II E O W d " 7 � E IL O O 11 m E N IL q i a W C y o C a d � „ a a d � o 'c 'a o „ � W d c LL Y Y d IL d W m OW m m a 7d V P IIV� vI = n m C IL O N N O N r c Y C N O O u E 7 o w d Z' ' M o 3 d 9 O 11 O E 'CL N � � Y O o IL c a d II1O^ V N N II LL a y R d 'a C z 'Z m Q a 0 a N a e LL o c Y C II O O u E 7 o w d Z' ' M o 3 d i O O N II 11 E 'CL N 7 t O 3 IL e a d II1O^ V N N '; f LL a R d 'a C z IL m a a a N a m LL o " m a a � n O II c m „ m C c d m a g E LL V d O m d m A x � � N a � �a O � L a Y m Im ` O Q a � „ ml _u W W C 0I^� V O O J e m 11 II O O u E o w d Z' LL a O 3 x i O O N II 11 E 7 7 t O 3 IL e a W E ad '; f LL a d 'a C O E � yd a u a m LL o " m a a � a O II a m Q „ m C c d m a g E LL V o d O m d m A � N a � �a 4 " LL L a Y e m N O N O O O O II A II E d Z' LL a O JC J2 i O O N II 11 y 7 7 3 a IL O O n E � yd u a m LL o W a � a CL II d Q Q 11 q IO+f d 9 m a O � E n 4 m O a � „ am m E d IL Y V W C d m o m � O d d � b e C " a ca m o LL V N ! Z L N O N O O O c Y C � O � a of Q i O O N 11 y 3 a 0 c Y a � u 3 7 M o CL II d Q 11 q IO+f d m a a IL N O N W V a F N m U) (A a W J J 0 z Z O V a z Z v LL 7 z Q C o e N O O II 11 d E o LL Y JL 11 Y JC 11 C C IL � 7 � ZO m II E IL m f O m c ZO c II A E " Y m IL as f a aY m c a a if Y gLL a E Y V o C Em m m m d 16 d o � c n C 11 Q d T � ` Y O � O n A! ro m E m IL Y u Of w m m c d O V al C 11 c If s A m E J v0 LL C O o e N o e N O O II 11 m E o LL Y JL 11 IL O ZO m II E m f LL a m c o c d E " Y E O aY a a if Y gLL a E Y V 10 m m m d 16 d o � c n C d � Y L d T � ` o e N M w O z 9 LL O f z W LU W 0 z C z W V W J W z � 0 0 H c 0 c O II m II E y o A d a S' LL M Ji 3 n c c W � � E IL O O c m II d II E N O d m LL LL q Q Q g a d N O � O c E II m 'e II a O a d d E " a A m x c m N C a o � ^ II V d d m C •b II A 3 a m E E a a LL E Y p Y V m m U 0 m V m m m C d 4) W Gd L ^ � 0 C n E 0) a W C m m O1 c 06d $ LL $ LL a L a O � M II H c 0 c O o O a O N II y o id s 3 a c c a � Y C 11 E o id s m CL a Y m o C C W � o E LL O o c m v W II � N O d N paf LL m Q Q f a a N O � O c E II m 'e II a O a ro d E CL m a � A m x N � o O d m qd q 11 E L a a a c r -o � d Y W C7 0 0 a O O a m 11 11 E o id s m Y 11 C C � � E LL O o 2 n W E N IL a f a a O O c E a ro E " m � o qd q 11 E a y m cLL Y Y m d m m m m L d V L � d C a O C n m O1 c �I� $ LL a O a m Q O O u .� N M O O II II mw E e LL � JC II , 7 E IL O a o II C E Qif IL w p s g Q 9 m e : E a I E w O a M 0 n w w n m a w E LL Y V AS m m m m c v C n 0 " m Od _. i LL M O O 11 11 w E o is w S' LL W JL JC 11 C C E � � LL e e 2 m II E c m LL `g � a w E o e E E Q m a w w " w a m c Q L TO w e if w E E IL Y m c _ i O O m m a L m O O L d C od N 11 w m f 8 T n W E w LL 2 G o V c a O N M O O II II mw E e LL � JC II , 7 E IL O a o II C E Qif IL w p s g Q 9 m e : E a I E w O a M 0 n w w n m a w E LL Y V AS m m m m c v C n 0 " m Od _. i LL M O O 11 II E e ww w S' LL W JL II It c E IL O c o `g II E Q m IL w w c Q TO w e c E L: a " E .. 4 c i d a N c aIn 11 U U w w n m La a m E i LL c Y 3 ON 0 w m m 7 O C L b C u L w > w LL v a w a 2 O N M O O II II mw E e LL � JC II , 7 E IL O a o II C E Qif IL w p s g Q 9 m e : E a I E w O a M 0 n w w n m a w E LL Y V AS m m m m c v C n 0 " m Od _. i LL M 2 IL Q 11 11 W M n O e wm o � LL x c c o II v m m Q O � N V 11 II m E IL 3 O a o O 0 e II N c� C E Q N IL -A � M n N f m e M 3 O^ m 9 m Q C 9 m ! V N N : a v m o m I Q m d Z W d m a a LL 9 N N c _ e u cM II A 11 26 11 m II a N E C m _A x W ^ h � Y O A m m m m C m S a a L N v v e W V c C7 e o 11 Q 11 11 n E e wm o � LL x 3 W II Y Y V 11 7 E E IL O a o O e II m E Q N IL -A -m N f a m 9 Q C 9 m e � E : a m E " m a c m d 9 N c _ e u cM II A 26 11 W 3 a m E IL FY � IL Y � A m m A m C m S L N d v M � � 11 L n m of d E c °d m E c i LL Y CL 2 0 O Q AI 0 0 n u o E o a m Y Y V 11 E IL O e II A E m LL m N f a m C a - � d P � E a m " m a d O N c _ •m 11 W _ a m E IL FY W m A m C m m � v M 11 3c n m of d E c °d i LL CL 2 0 AI N Z. 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O O O O in o e n n m E o m d LL JL JC 11 C C � � E LL e a e Zo II m E m IL a f m c Q C C d o E `o a E 11 m n � o a o n m 'q 11 A Q m d a d d gLL Y a Y L m c A m m m V E d e O N Y C n Z C c 11 3 II W 1 C) d m CO 06 °� f LL LL a. N ! Z 3 3 O O in 3 O Y 73 Z.. O O N 0 0 n u d E O m d 3 x 11 c c E 1L O a e II E E m LL d m c Q ` e E `o a E m n � e a p, 11 Am 'd II d a d d gLL Y C c m m 0 0 E d O N p C n Z II W 1 m E a 06 f LL N ! Z 3 O Y 73 Z.. O O N N Q O O O 11 O 0 o 1 11 m E O q Y JL 11 Jia £ c c IL e £ ZO m II E IL N � IL 'p a a c O � y E d a a" m " m a i a d M ad c �Iq a II m � W d LL Y Q V W II W m m L m o c 11 O a � LL •Q CI W d O 11 O 1 N 0 0 11 11 d E O q U. 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W II N A N A m 'm m E Q m IL r2 Y v Y m m m m m m O � W ` a co C N n 0 C u C V 11 W m LL Cl) V d C N � 2 f ZZ O a e o 11 m 11 E O W � LL JLY � II 7 E IL O a o 11 A E Q m IL A —m � a �^ e Q O E : a II E d N c 11 A m 'm n m Q d d LL Y V m N m m L W d O N L C u y O a N 1 O O o e n n d E o is m � LL Y JL � 11 C C M � 7 � {L O IL ° II m E LL Q m IL A = f a m C Q 3 O � E E a a`I E �' " Q 3 m f m c O II o w w d U a n m Q d m m n W c a W LL ri Y Y u C u Y u U W _m m m m c c m d � � 0 a o C II m c II 0 11 C7 m E r d d N 2 f O o n n d E W d � LL cc II 7 IL O a o II n E LL Q N A = � a W C Q cd ¢E EII �' Q 3 d f m c o S w II U C m n W c a d mE LL C Y Y u U W W m c c m .O s a o c II yO1 C7 " E t d d r O U LL W 2 H LU F LL Q O y W U Q La IO F LL W 2 F O e 11 3 c Y C e 7 11 C 3 c c Y N C 7 d E CL p II O d z Ta IL N I 0 0 II II E o mm f LL N II c c 7 E IL O O II m 11 m E Q N IL IL � p % a � 9 Q C S m O 5 E d a II E " a d m O o e O W n LU a e n W m m E LU w m W a d E 0 m LL W � Y p Y d p m m m N Y o 9 ui c n U II } V m E m d LLm LL {i $ C LU to N 7 2 H e 11 3 c Y C e 7 11 C 3 c c Y N C 7 d E CL p II O d z Ta IL N I o O Z. 0 b O o II m II E o m m � LL II c c 7 LL O O II m E Q N IL � a M Q C cm ` c E Q II E a d O o e W n LU A ro a" m E O w W LL � Y p p m Y ' d W C n V II } d E m d LL LL V $ W to a 2 H o O Z. 0 b N N O O O O o d 11 3 O m 'aCLN O q d m LL E A! = n IIQ V d Im N '? 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O n W a n d W a d d m E 0 LL LU Y c u m m LL m m a Y N d W M 0 2 C II Z r VI w E m ad IL LL W N 2 2 x O o O O o II m II E O E b LL m E 11 O c a W8 a � O E N II O d 0 2 3 m a E 0 c O LL � C m C CL o e u 5 7 m e O E Ag 2 " 0 d II 11 0 d II � 0 N O z YI g IL a m a CO'! a O o N O O II m II E O p � LL m 11 c c E IL O 0 2 11 m E O LL � a m C 9`d O 5 E m Q E " d O d a a n m a d d LL LU Y W m m a LL °0 a O d m M C II Z r VI w E z N 0 PI e O 7� 0 0 o e II 11 m E O ry d LL Jt JC n c e � 7 � ,L O ZO n W E m IL g Q m c a � - m � d O � E m a m E y „ a A o � o a O n `m_ ® O E � o w � LL Y d m W C 0] m L e O 7 � c „ � 11 m � � IL d N c L 0 0 a1 N o II 11 E O Wm d Y .12 n c c � � E IL e ZO II S E N IL g m c � d O � E a m " a m � o a O n m w � LL Y d W m m m e v � c n m C L a1 N W U) z W LL LL 0 z LU W U H 0 V 0 W J z LU17 17Q z z N O e CL a II z IL 0 O n E O o e n n m E O W LL JL A II Jt Y 11 C C IL � 7 � o w II E IL m � e O 19 v c `y E ZO E 11 W E 0 f e w m LL mg c m a _`m � a dC G W C a V y e m c c o E V d 0= n m f a O Z A 0 E 11 O n O A d a d E d C m Y m " m a m C L O E d � e � C w n Ze 0Eu m m _m m oij M m V M N 2 2 O n E O O E N N N 0 0 n u m E O W LL JL N V II E IL O a o w II E G m � LL a O 19 v c `y E II E d 0 f e w mg c m a _`m n m g a E U. dC G d W m _N m a V y O ° c c C n V d 0= n m f m E LL O Z A O E N N N O 11i1f o O ,I O N E 0 0 n n m E o a d ri LL M JL Y " c 7 7 E IL O a O II W E a m IL f a d C a - � d o c E a d 11 E " a d o Of O C II E e d E p LL O Y u m W m m in c 16 d o V•O o V•O � 11 p LN) 11 — LL - L 3 ,r° z i o O ,I O N E 0 0 u n d E e w m i LL M c 11 c ? E IL O a O II a E a m LL � a W g C d c 4 11 E a d Em II � e m E p m d Y Y m V1 W m in C .� d o m V•O C n — L 3 o O ,I O N E $ - � � ■ ■ � ° J . & ■ « A � ! • � � ) f f f% f U) ) � � & � ! « §k §§ § § ■ ° J . & ■ � ! A � ! k . r ! ! 2 ) � � §k §§ ° J k � ! A §k §§ k � ! A � • R ■ r ! � � ! 2 E 193 §k §§ ICPD ANNUAL REPORT 2013 GROUP A CRIMES 2009 2010 2011 2012 2013 Aggravated Assault 147 147 121 124 128 All Other Larceny383 325 353 440 317 Arson 5 8 12 3 7 Assisting of Promoting Prostitution 2 0 0 10 0 Bribe 1 0 0 0 0 Burglary/Breaking & Entering 306 299 356 420 357 Counterfeit/ForgeryCounterfeit/Forgery 86 65 87 104 109 Credit Card/ATM Fraud 54 77 72 67 101 Destruction/Damage/Vandalism of Property 784 622 598 581 542 Drug/Narcotic Violations 333 1 453 626 423 543 Drug Equipment Violations 170 1 209 268 207 254 Embezzlement 22 1 20 19 24 15 Extortion/Blackmail 2 0 1 3 False Pretenses/Swindle 140 181 202 221 Forcible Fondling 19 23 28 37 Forcible Rae N29 48 35 55 39 Forcible Sodom 3 0 5 6 Im ersonation 2 2 1 6 Intimidation _ _ 72 65 77 74 47 Kidnapping/Abduction 7 5 7 7 6 Motor Vehicle Theft 86 76 56 74 95 Murder/Non-Negligent Manslaughter 1 0 0 1 0 Negligent Manslaughter 1 0 0 1 0 Operating Gambling 0 0 0 0 0 Pick Pocketing 4 1 6 4 6 11 Pomo rah /Obscene Material 5 4 8 4 0 Prostitution 1 0 0 4 1 Purse Snatching 0 2 1 1 0 Robbery 60 40 25 41 62 Sex Assault With Object 0 1 0 0 3 Shoplifting 329 276 348 415 403 Simple Assault 565 572 491 497 543 Statutory Rape 2 2 3 1 1 Stolen Property Offenses 6 2 8 9 15 Theft/Motor Vehicle Parts 65 60 61 42 60 Theft from Building 351 344 341 406 483 Theft from Coin Operated Machine 0 1 0 4 7 Theft from Motor Vehicle 241 20 0 172 172 229 Weapons Law Violation 12 20 20 25 Wire Fraud 58 40 41 24 L4,707] TOTAL 4,386 4,109 4,416 41527 35 194 ✓ibi.ipiw,c .N.nmuq,7—,r'ayu- i �, s IOWA CITY POLICE DEPAUMEILT Discipline Summary - 2013 tarrolead 07 oat.M sem, sea A*&MW 7, 2014 In 2013 the Iowa City Police Department investigated 26 complaints, alleging 55 conduct violations. These complaints were investigated through the formal Internal Affairs process. Attached to this report is a summation of complaints investigated which includes; number, date/time of incident, location, assignment date, type of investigation or allegation, and resolution. The two investigations that do not have resolutions have been completed but are currently under review by City Legal. The results however have been noted below. Eleven of the internal investigations were initiated externally, either through a complaint filed directly to the Iowa City Police Department or through the Police Citizen Review Board. These complaints alleged 28 conduct violations. Two complaints with a total of 10 allegations were administratively rejected by the PCRB because they were filed after the 90 day deadline. ICPD investigation found 6 allegations to be unfounded and 4 to be not sustained. 10 allegations were not sustained, 2 were exonerated and 4 were unfounded. None of these allegations resulted in any discipline. One complaint was lodged against two non-swom police personnel alleging 2 conduct violations. Both allegations were sustained resulting in one letter of reprimand and one two day suspension. Fifteen of the internal investigations were initiated internally by Police Staff. These investigations alleged 24 conduct violations. Three other conduct violations were identified during externally generated complaints and the results of those allegations are included in the following stats. One allegation was not sustained. One was withdrawn and the investigation suspended when the officer decided to retire prior to the start of the investigation. The other 25 were sustained -noncriminal. This resulted in 7 written warnings, 2 letters of reprimand, six suspensions for a total of 18 days. Two investigations were conducted on the same officer and that officer er resigned prior to any discipline in either case. The one not sustained allegation did not result in any discipline. 195 There were no appeals filed during 2013. In 2013, the Iowa City Police Department received 32 extemal verbal complaints. These complaints were handled on a Watch level and were documented with a Report of Inquiry. Those complaints ranged from minor general order violations like rudeness, unsafe driving to failure to secure a residence after completing a search warrant or failure to investigate. In 2013, the Iowa City Police Department investigated 53 internal violations identified by Officers or Supervisors. These complaints were handled on a Watch level and were documented with a Report of Inquiry. These ranged from minor general order violations like failure to activate car recorder, inappropriate communications, tobacco use while on duty to failure to report for overtime duty and improper handling of evidence. This would also include 10 officers being involved in vehicle pursuits and 20 officers involved in traffic cashes. 196 197 IL \ Im 199 200 \ 201 a § k ! ! f ! k 0 ! #g § k » 2 ! / ! ! | 0 k k EWO k @ k ! ! k a i ! � CL■ a CL ! S I B CL � = § ca @ k k � ) § § ■ a § #g 2 m | | 0 0 @ k ! k ! § @ § § � ■ co§ k k ` § B § � ■ � I 202 / \ k ! ` c Cc 7 7 Go ! ■ TL A ; - 2 I ■ ( \ s q U- ; ■z § k s § 'D ■ %16 k \ k k k $ � � � � 7 @ $ §ed k § § § o ed 0 0 2 g C11 § 0 Ed 0 f � § ■ § § § § § J § J § § m � ■ � ■ § a @ § § ) } § 2 } I / 202 203 204 f f L) k k 2 @ 2 d k ! « s § � � g s� f § ! ! ■ 2 k � LU / k w � 0 g 0 . U. � � w@ k : a.§ § k § 0 ! LU & LU uj ui & k 4-: & � N & s I § § § § § § § § § ■ � - , 204 205 ) V ( ° C awe § § E ! I ) � $ ) k ! ! a § % a i% § 2 ! � ■ B S R § ■ § B m § . & § to � ■ d e ■ . I 205 EQUAL EMPLOYMENT OPPORTUNITY COMMISSION APPROVED by STATE AND LOCAL GOVERNMENT INFORMATION (EEO4) MIS 3046 B EXCLUDE SCHOOL SYSTEMS AND EDUCATIONAL INSTITUTIONS EXPIRES gad aUached indruclions prior to cernploting )bis form 12212005 DO NOT ALTER INFORMATION PRINTED IN THIS BOX MAIL COMPLETED FORM TO: ESO.4 R[podmgCemer CONTROL NUMBFR ; 19304100 Smmy Year: 13 PO Box 8127 Repro YA 20195 A. TYPE OF GOVERNb1ENT Cheek one box oil ❑ 1. Stale 92. County 1 03. City ❑ 4. Township 5. Special District U16. Other 3 i B. IDENTIFICATION 1. NAME OF POLITICAL JURISDICTION Ofsame as label, skip to Ease C) IOWA CITY 2. AddressNumber and Short CITY[FOWN COUNTY STATFlLIP � ONLY A 4IOEWASHINGTON ST IOWA CITY JOHNSON W-52240 g C. FUNCTION (CI=k umeboaro Whose she f mction(s) fmwhkhthis farm is being subseitted. Damdmdd be reported Revell deparanenb and %enrks inyour gmto mot moved by the funeti sindiemed. if emruxen rine dna foreve within ata tumtions atauchalist rxmeandadhessof ncies ftsedaumnmineluded. ® SUNWARYFUNCTION ❑ I.Fuunrid Adminiu ion.Teabillingmdmllmtimbudgeting, ❑ &HEALTH. Prolisionofinshiehcabhservirer, wlpauemdinim, hsing,central,raomrdrrgmd ahadmfimmid admmutratim visiting errnes,"am $mgary impeedoro, ..lot healthalcabol caniedmbyatrcasumekwdimramemophd[WsoffJsemd rehabdildimsemm m. ❑ 9.HOUSING.Cadeenkrcenrm,lowrenepMiehousing,fairhmuing OENERAL CONTROL. Duties mostly perfoaned by hounds of ordinance enfcrcencent, homing for elderly, Musing rtbabilXethn,«nt supemimre arcammimiomrs, mntral administration oi8ms and eontrnl. agenda% mnwl personnel or planning ageacies,all judicial oRnmaand lompWas tiudon,htrdes bailiff rte. ❑ 2. STREETS AND HIGHWAYS. Maimemnw, repah, construction and ❑ 10. COMMUNITY DEVELOPMENT. Planning. mine. land adminislrainn ofetreeO, -11sys. Adma&k mads. hi sand brides. doviloverent, noun sense. beami0catiam servation ❑ 3.PUBLICWELFARE. Alainuswua ofhomts andother instimtim$ibr ❑ 11.CORRECTIONS. hsih rcanmamdes. dmretice boner, lmlfw•ay o medy administmbm ofpablie assiswrre.(HwPitals sm!encmium, homes, prisam, parole and Protection activities should be reported as Rem7. 1�1 P$.I . POLICE PROTECTION. Outim of a pollee depNmm shedift, 12. UTILITIES AND TRANSPORTATION. Includes watef supply, ommble•R earomefs office, end., including technical and clerical ehariopower, alunk 90. Mince, w rVun*p fan and terminal$. ,undaym,nagged in police activities. ❑ .FIRE PROTEC7130N. Duties of the undbenned fns force and clerical ❑ 13. SANITATIONAND SEWAGE. Street cleaning, gasbag and serosa mployeee.(Repom any access fm pronctim acdvtie$ as Ruta 6.) selection and disposal. Provision, maintemnce used opeatim of mislay used man sora systemsmdsawa aril 1plw,. ❑ 6, NATURAL RESOURCES. Agricubme, turnery, forest Ronprmact(on, ❑ 14. EMPLOYMENT SECURITY STATE GOVERNNtENTS ONLY irrigation dmmscge, flood cannot. da., and PARKS AND RECREATION. PmisiM maintmmgs and opsm6en of mks, playgramdF $wining pads, auditoriums•mnmma; menna, m. ❑ I HOSPITALS ANDSANATORRIAIS. Operatfonand maintenance of ❑ 15.OTNER(Speeirym Pop Four) itmamfons form tion!medimleare 206 207 1). 1s'PIPLOYMBIT DATA AS OF JUNE 30 PUaLTION i7P6 le Ino nest Include eleceedlavaclnted es7eldels. slesks WIl be counted as carol 1. PULL-SIIR 151`1OYke4 (S o c 1 s sta sat 1O01vdedl eeennn s4j O 9 MALS MWLE NON -HISPANIC ORIGIN ASIAN AMERICAN NON -HISPANIC ORIGIN ASIAN ANNUAL TOTAL WHITE BLACK OR INDIAN WHI7E BLACK OR SALARY (COLUMNS HISPANIC PACIFIC OR HISPANIC PACIFIC (la thman B -K) ISLANOSR ALASKAN ISLANDER ODD) B C NATIVE G H A O E P 1 3 AMERICAN INDIAN OR ALASKAN NATIVE K 1.30.1.15.9 0 0 0 D 0 0 0 0 0 0 0 2. 16.619.9 0 0 0 0 0 0 0 0 0 0 0 3.20.x24.9 0 0 0 0 0 0 0 0 0 0 0 4.25.032.9 0 0 0 0 0 0 0 0 0 0 a S 33042.9 0 0 0 0 0 0 0 a 0 0 0 6.43.034.9 2 2 0 0 0 0 0 0 0 0 0 7.55.069.9 13 II a 0 0 0 2 0 0 0 0 S. 70.0 Plus 42 27 0 1 0 0 13 1 0 0 0 9. So.1-15.9 O 0 a 0 0 0 0 0 0 0 0 10.16.0-19.9 0 O 0 0 0 0 0 0 0 0 0 11.20.0-24.9 0 0 0 0 0 0 0 0 0 0 0 12.25,632.9 0 0 0 0 0 a 0 0 0 0 0 13.33.0.42.9 0 0 0 0 0 0 0 0 0 0 0 14.43.454.9 3 1 0 0 0 0 2 0 0 0 0 15.55.0.69.9 )7 IB 0 0 0 0 19 0 0 0 0 16. 70.0 Phu 13 8 0 a 0 0 5 0 0 0 0 17.50.1.15.9 0 0 0 a 0 0 0 0 0 0 0 18.16.419.9 0 0 a a 0 0 a 0 0 0 0 19.20.0-24.9 0 0 0 0 a 0 0 0 0 0 0 20.25.0-]2.9 a 0 1 0 0 0 0 0 0 0 0 0 21.33.0-42,9 0 0 0 0 0 0 0 0 0 0 0 F 22.43.654.9 II 6 0 0 0 0 5 0 0 0 0 2155.669.9 31 27 0 1 a 0 3 0 0 0 0 24.70.OPIus 7 6 0 0 0 0 0 0 1 0 1 0 25.$0.1-15.9 0 0 0 0 0 0 0 0 0 0 0 2616619.9 0 0 0 0 0 0 0 0 0 0 0 e, 27.20.624.9 a 0 0 0 0 0 0 0 0 0 0 28.25.432.9 0 0 0 0 0 0 0 0 0 0 0 A(@� p 29.33.042.9 0 0 0 0 0 0 a 0 0 0 a 30.43.654.9 10 9 D 0 0 0 1 0 0 0 0 d¢Eg 31.553669.9 32 29 1 0 0 0 2 0 0 0 1 0 32.70.DNm a 0 0 0 0 0 0 11 0 11o a 0 33,50.1-15.9 0 0 0 0 0 0 0 0 0 0 0 34.16.619.9 0 0 0 0 0 0 0 0 0 0 0 35.20.0-24.9 0 0 0 0 0 0 0 0 0 0 0 �g 36.25.0-329 0 0 0 a 0 0 0 0 0 0 0 G 37.33.0-42,9 1 1 0 0 0 0 0 0 0 0 0 n 38.43.634,9 17 3 0 0 0 0 34 0 0 0 0 39.55.0-69.9 6 3 0 0 0 D 1 3 0 0 D 1 0 40.70.0 Ploll 4 2 0 0 0 D 2 0 1 0 0 0 41.50.1-15.9 0 0 0 0 0 0 0 0 0 0 0 CC 4216.419.9 0 0 0 0 0 0 0 0 0 a 0 4120.0-24.9 0 a D 0 0 0 0 0 0 0 0 44.25.6319 0 0 0 0 0 0 0 0 0 0 0 45.33.642.9 4 1 0 1 0 0 1 1 0 a 0 4643.x54.9 27 5 a 0 0 0 21 1 0 0 0 47.55.049.9 10 1 0 0 0 0 9 0 0 01 0 43, 10.0 Plus 0 0 0 0 0 0 1 0 0 0 0 I 0 207 m D. BMPLOYMBNT DATA AS OF JUNE 30 (Cont.) l Iw TTSR 16 ICa wt Inclv4 alect"A ote6 oTlvclala. 61a H11 y counted as aawl a. lYL1•TIM RIRLOT6Ra T 1 v e v" 1RalWwl a MALE I FEMIALE NON -HISPANIC ORIGIN ASIAN AMERICAN NON-HISPANICORMIN ASIAN AMERICAN ANNUAL TOTAL 71TEBLACK OR INDIAN WHITE BLACK M INDIAN SALARY (COLUMNSHISPANIC PACIFIC OR HISPANIC PACIFIC ORsmd+ B•K)ISLANDER ALASKAN ISLANDER ALASKAN EmA NATIVE NATIVE D S P G H I I K 49.50.1.15.9 0 0 0 0 0 0 0 0 0 0 0 50.16.619.9 0 0 0 0 D 0 0 0 0 0 0 51.20.0-209 0 0 0 1 0 0 0 1 0 0 1 0 0 0 i 5225.0-329 0 0 0 0 0 0 O 0 0 0 0 53.330.43.9 1 1 0 0 0 0 0 0 0 0 0 'SE 54.43.0.54.9 31 29 I 0 0 0 1 0 0 0 0 55.55.0.69.9 32 27 0 2 0 0 3 0 0 0 0 56.70.01`Ive B 8 0 0 0 0 0 0 0 0 1 0 57. SO.1-15.9 0 0 0 0 0 0 0 0 0 0 0 58.160.199 0 0 D 0 0 0 0 0 0 0 0 59.200-24.9 0 0 0 0 1 0 0 0 0 0 0 0 60 25.0-32.9 1 1 0 0 0 0 0 0 0 0 0 61.33.0.42.9 26 20 2 1 0 0 3 0 0 0 0 62 430.54.9 78 66 2 4 0 0 4 1 0 a 1 63.55.069.9 0 0 0 0 0 0 0 0 0 0 0 M. 70.OPIu 0 0 0 0 0 0 0 0 0 0 0 S. TOTAL FULL TIME Lms I-64 447 312 6 10 0 0 113 4 0 I 1 2. OTHER THAN FULLTIME EMP SEE (Includin to orar a to ees) M.OFNCIAWAOMD1 0 0 0 0 0 0 0 0 0 0 0 TPROFESSIONALS 2 0 0 0 0 0 2 0 0 0 0 66.7BCHMCIANS 3 0 0 0 0 0 3 0 0 0 0 69.eao7EcrnesF.av1DB 0 0 0 0 0 0 0 0 0 0 0 "PARMPROFFS ZONAL 13 1 0 0 0 0 12 0 0 0 0 71ADMM. SUPPORT 16 4 0 0 0 0 11 1 0 0 0 72.SKILLED CRAFT 0 0 0 0 0 D 0 0 0 O 0 n.BERVICFJWAIN3FNANLE 493 225 8 3 5 1 239 7 3 S 2 74.TOTALOTHER TITAN FULL 1'IAIE Linn 6673 527 270 8 5 5 1 257 8 3 8 2 3. NEW HIRES DURING FISCAL YEAR Permanent Pull time only JULY 1 - JUNE 30 11.OFHCIAMIADMIN 2 2 0 0 0 0 0 0 0 0 0 761RORMHOYAIS 2 0 0 0 0 0 2 0 0 0 0 77.7ECHNICIANS 3 2 0 0 0 0 1 0 0 0 0 XPROITMWESERVICE 2 2 0 0 0 0 0 0 0 0 0 N.PARAPMOFESSIONAL 2 0 0 0 0 0 2 0 0 0 0 s0ADMIN.SUPPORT 0 0 0 0 0 0 0 0 0 0 0 sI.6KKLPACRAPf 2 2 0 0 0 0 0 0 0 0 0 833P.RVIfaMiA00ENANCF 5 1 3 1 0 1 0 0 1 0 0 0 0 0 0 83. TOTAL NEW HIRES Lalet75-82 IS 13 0 0 0 0 5 D 0 D 0 m ewoerm Me is REMARKS (Lrt National Crime Information Center(KCM) number resigned in may Criminal Jamie, Agmebe whore data ere Included In this report) ...LISTAOENCIES INCLUDED ON THIS FORM... CERTIFICATION. 1 eardly that thehfmmWon &Wen In this reporth earmet aed Create thebest o(my hnrwkdp and wws reported to eeeardmeewhh amempenying Inawmdhae. (Willfully foYeatatemmpae this mppN ar.poaphable bylaw. US Cod, Tnte IS, Section IWI.) NAME OF PERSON TO CONTACT REGARDING THIS FORM TITLE KoenInnings Human Resources Administrator ADDRESS (Number and Street, City. Slate. Zip Co4o) TELEPHONENUMBER Ext FAX NUMBER 410 E %V=hinPn ShreeLlovat Citv.IA.S2240 319-356.5025 319.356.5027 DATE EMAIL TYPED NAMPUTITLE OF AUTHORIZED OFFICIAL SIGNATURE CI 2013-09.17 kemn=enet iowa<i .m Karen Jamings Human Resources Administrator 209 210 D. SNPLOWMNT DATA AS OF JUNG 30 (Cont.)mmCt40N TrPR a Im net 'Mlu& electeeh 1MW sltielals. 1. Mb-'1XM ID@LOptss IT ue slap s will be o Otei as serol se ace aot loalvaaal ANNUAL SALARY On lhawlub ODD) TOTAL (COLUMNS B -K) A ^� FeMALe NON-HRPANIC ORIGIN ASIAN AMERICAN NON -HISPANIC ORIGIN ASIAN WNITB OWCKCINDIAN WHITE BLACK OR HISPANIC PACIFIC OR HISPANIC PACIFIC ISLANDER ALASKAN ISLANDER NATTVB B C D R F O H I 2 AMERICAN INDIAN OR ALASKAN NATTFB K 49.54.1-15.9 0 0 0 0 0 0 0 0 0 0 0 „ 3$ 50.16.0.19.9 0 a 0 0 0 0 0 0 0 0 p 31.200.24.9 0 0 0 0 0 0 0 0 0 0 0 52.25.0.32.9 0 0 0 0 0 0 0 0 0 0 0 'y 53.33.0.429 0 a 0 0 0 0 0 0 1 0 0 0 54.43.0.54.9 0 0 0 0 0 0 0 0 0 0 0 53.55.0.69.9 0 0 0 0 0 0 0 0 0 0 p 36.70.0Phu 0 0 0 0 0 0 a 0 0 0 0 52.501-15.9 0 0 0 0 0 0 0 0 0 0 D u 5R 160.19,9 0 0 0 0 0 0 0 0 0 0 0 59.20.0-24.9 0 0 0 0 0 0 0 0 0 0 0 60.25.0-32.9 0 0 0 0 0 a a 0 D 0 0 61.350.429 0 0 0 0 0 0 0 0 0 p p 62.43.0.54.9 0 0 0 0 0 0 0 0 0 0 0 63.55.0.69.9 0 0 0 0 D a 0 0 0 0 0 64.70.0 PIM 0 0 0 0 0 0 1 0 a 0 0 0 65. TOTAL FULL TIME mes 1-64 104 75 2 2 2 0 23 0 0 0 0 2. OTHER THAN FULLTINB EMPLOYEES Includi tem orar a to ees 66.0PRCUISlAD611N 0 0 0 0 0 0 0 0 0 p p 6TPROFESSIONALS 0 0 0 0 f 0 I 0 0 0 0 0 0 627VCMCIANS 0 0 0 0 0 0 0 0 0 0 0 691KOIECDVII ERYICE 0 0 0 0 0 0 0 0 0 0 0 50.PARA-PROFESSIONAL 0 0 0 0 o2 0 0 0 0 0 LA ffbcsUPPORT 2 1 0 0 0 o 1 0 0 0 0 )2SKIUSDCRAFI 0 0 0 a 0 0 a 0 0 0 0 DAERVICBMAINIENANCE 21 S 0 0 0 0 12 1 0 0 0 74. TOTAL OTHER THAN FULL TIME Lines 6647 23 9 0 0 0 0 13 1 0 0 0 3. NSW HIRES DURING FISCAL YEAR Permanent full time onl JULY 1 - JUNE 30 IS.OFROALSIADMN 0 0 0 0 0 0 o0 0 0 0 6.PKOPOSIONUS a 0 0 0 o 0 0 0 0 D 0 7.TECHNICUNs o o o 0 0 0 0 0 0 o p 6.PRo7ECnYESERVICE q 6 0 0 1 o z o 0 0 0 19YAM-PROFESSIONAL 0 0 0 0 0 0 0 0 0 0 0 60ADMIN.SUPPORT 0 0 0 0 0 0 0 0 0 0 0 61SKILUWCMPT 0 0 0 0 0 0 0 p p p 0 I13ERVICFJAIAROII4AKCe 00 0 0 0 0 0 0 0 0 0 83.TOTALNEWHIRES Imes 75.82 9 6 0 0 1 0 2 a 0 0 0 210 211 N XQM ME < MERICAN NON.NISPANIC ORIGIN I ASIAN IAMBRICAN INDIAN I WHITE BLACK OR INDIAN OR HISPANIC PACIFIC OR ALASKAN ISLANDER ALASKAN C NATIVE NATIVE NON-HISPANICORIGIN ASIAN ANNUAL TOTAL WIIITH BLACK OK SALARY (COLUMNS HISPANIC PACIFIC In Uwum4 B -K) ISLANDS ODD) B C A ❑ E 211 N XQM ME < MERICAN NON.NISPANIC ORIGIN I ASIAN IAMBRICAN INDIAN I WHITE BLACK OR INDIAN OR HISPANIC PACIFIC OR ALASKAN ISLANDER ALASKAN C NATIVE NATIVE 212 &NARKS (List National Crime Information Center (NCIC) number arsigned to any Criminal Justice Agenda whmedala ere IncludedIn ikh repos) ...LISTAGENCIFS I ICLUDED ON THIS FORaleae CERTIFICATION. 1 urtily that me Infernratien given in thin repos Is areas and true b the beat army knomtedgeand was reported In awaedanwwilb aewmpasninS ilwtruellong (Wilfully (aheslalmomta on this report an punishable by law, US Cede, Title IS, Seetlom lool.) NAME OF PERSON TO CONTACT REGARDING THIS FORM Karen Jennings TITLE Human Resomees Administrator ADDRESS (Number and Street, City, State. Zip Code) 410 E Wachi Strand lowre Ci IA 52240 TELEPHONE NUMBER 319-356.5025 Ext FAX NUMBER 319.356.5027 DATE 2013-09.17 EMAIL karen= assts s Iosva•cit .or TYPED NAMFJfITLB OF AUTHORIZED OFFICIAL Karen Jennln Numm� Resources Adniffilstmitor SIGNATURE 212 City of Iowa City Employee Statistics January 2014 (through last pay period In 2013) 213 All Employees White Native Females 425 13 7 13 3 481 (41%) Males 606 17 19 8 1 651 59% Total 1031 30 26 21 4 1112 92.72% 2.70% 2.34% 1.89% .36% Age Group Average Age/Group (yrs) # In Group 14-19 18 65 20-29 24 363 30-39 35 166 40-49 44 186 50-59 54 214 80-69 63 108 74 Average Age: 39 Total Employees: 1112 Oldest Employee: 82 Youngest Employee: 15 2 214 Female Age Group Average Age/Group # In Age Group 14-19 18 36 20-29 23 30-39 34 50 40-49 44 61 50-59 55 79 60-69 62 43 73 Average Age: 36 Total Employees: 461 Oldest Employee: 79 Youngest Employee: 15 5 Age Uroup Average Age/Group # in Age Group 14-19 18 29 20-29 24 176 30-39 35 116 44 125 bu-b9 54 135 60-69 63 - 65 70+ 76 5 Average Age: 40 Total Employees: 651 Oldest Employee: 82 Youngest Employee: 16 3 215 Permanent Employees White Asian Native Females 172 5 1 3 1 182 (29%) Males 411 10 15 3 0 439 (71%) Total 583 15 16 6 _ 1 621 93.88% 2.42% 2.56% .97% 16% Age Group 14-19 0 0 20-29 27 55 30-39 35 131 40-49 45 162 50-59 54 187 60-89 63 84 70+ 71 2 Average Age: 46 Total Employees: 821 Oldest Employee: 71 Youngest Employee: 4 216 Administrative Employees vvnite slack Hispanic Asian Native Total Females 32 1 0 2 0 35 (31%) Males 78 0 1 0 0 79 (69%) Total 110 1 1 2 0 114 96.49°x6 .88% .88% 1.75% 0% Age Group Average Age/Group (yrs) p In Group 20-29 28 2 30-39 36 16 40-49 45 37 50-59 55 41 60-69 62 18 Average Age: 50 Total Employees: 114 Oldest Employee: 67 Youngest Employee: 27 5 217 Confidential Employees White Black Hispanic Aslan Native Females 14 0 0 0 0 14 (88%) Males 1 0 1 0 0 2 (13%) Total 15 0 1 0 0 16 93.75% 0% 6.25% 0% 0% Age Group Average Age/Group (yrs) # in Group 20-29 25 1 30-39 35 2 40-49 45 3 50-59 54 7 60-69 62 a Average Age: 50 Total Employees: 16 Oldest Employee: 87 Youngest Employee: 27 6 218 AFSCME Employees Females 118 4 1 1 1 125 (34%) Males 229 7 11 1 0 248 (68%) Total 347 11 12 2 1 373 93.03% 2.95% 3.22% .54% .27% Age Group Average Age/Group (yrs) # in Group 14-19 0 0 20-29 27 29 30-39 35 75 40-49 45 83 50-59 54 122 60-69 63 62 70+ 71 2 Average Age: 48 Total Employees: 373 Oldest Employee: 71 Youngest Employee: 22 7 219 Fire Employees white elacu Hispanic Asian Native Total Females 4 0 0 0 0 4 (7%) Males 52 1 0 0 0 53 (93%) Total 56 1 0 0 0 57 96.25% 1.75% 0% 0% 0% Information Age Group Average Age/Group (yrs) # In Group 20-29 26 5 30-38 35 16 4u -4s 44 24 50-59 53 9 60-69 63 1 Average Age: 41 Total Employees: 57 Oldest Employee: 63 Youngest Employee: 22 220 Police Employees (Command staff is included with Administrative statistics) Black Hispanic Asian Females 4 0 0 0 0 4 (7%) Males 51 2 2 2 0 57 (93%) Total 55 2 2 2 0 81 90.16% 3.28% 3.28% 3.28% 0% Age Group Average Age/Group (yrs) # in Group 20-29 28 18 30-39 34 20 40-49 44 4r v -aa 54 8 Average Age: 37 Total Employees: 61 Oldest Employee: 57 Youngest Employee: 26 9 221 Temporary/Seasonal Employees Females 253 8 6 10 2 279 50-59 55 27 60-89 62 (57%) Males 195 7 4 '51 212 (43%) Total 448 15 10 15 3 491 91.23% 3.05% 2.04% 3.05% .61% Age Group Average Age/Group (yrs) # In Group 14-19 18 65 20-29 23 308 30-39 33 35 4049 43 24 50-59 55 27 60-89 62 24 70+ 75 8 Average Age: 29 Total Employees: 491 Oldest Employee: 82 Youngest Employee: 15 10 222 POLICE CITIZENS REVIEW BOARD GENERAL RESPONSIBILITIES Established in 1997, by ordinance #97-3792, the Iowa City Police Citizens Review Board (PCRB) consists of five members appointed by the City Council. The PCRB has its own legal counsel. The Board was established to review investigations into claims of police misconduct, and to assist the Police Chief, the City Manager, and the City Council in evaluating the overall performance of the Police Department by reviewing the Police Department's investigations into complaints. The Board is also required to maintain a central registry of complaints and to provide an annual report setting forth the numbers, types, and disposition of complaints of police misconduct. The Board shall hold at least one community forum each year for the purpose of hearing citizens' views on the policies, practices and procedures of the Iowa City Police Department. To achieve these purposes, the Board complies with Chapter 8 of the Iowa City Code and the Board's By -Laws and Standard Operating Procedures and Guidelines. ACTIVITIES AND ACCOMPLISHMENTS FOR FISCAL YEAR 2013 Meetings The PCRB tentatively holds monthly meetings on the second Tuesday and special meetings as necessary. During FY13 the Board held sixteen meetings and one Community Forum. ICPD Policies/Procedures/Practices Reviewed By PCRB The ICPD regularly provided the Board with monthly Use of Force Reports, Internal Investigation Logs, Demographic Reports and various Training Bulletins. The Department also provided various General Orders for the Board's review and comment. A senior member of the Police Department routinely attended the open portion of the PCRB meetings, and was available for any questions Board members had regarding these reports. Presentations In April of 2013 the Board held its fifth Community Forum as required by the City Charter. The Board did introductions and the forum was opened to the public for questions. There were four members of the public that spoke at the forum. Topics of discussion included the following: service dog awareness and recommendations from the Ad Hoc Diversity Committee. Board Members In October officers were nominated with Joseph Treloar as Chair and Melissa Jensen as Vice -Chair. Melissa Jensen and Royceann Porter were re -appointed to the Board in July of 2013 for four-year terms beginning September 1. COMPLAINTS Number and Type of Allegations Five complaints (12-05, 12-06, 13-01, 13-02, 13-03) were filed during the fiscal year July 1, 2012 — June 30, 2013. Five public reports were completed during this fiscal period (12-01, 12-03, 12-04, 12- 05, 12-06) and two complaints were dismissed (13-02, 13-03). The remaining complaint filed in FY13 is pending before the Board (13-01). Allegations Complaint #12-01 1. Excessive Force - NOT SUSTAINED. 2. Harassment- NOT SUSTAINED. PCRB Annual Report FY 2013 — Approved Oa/12/13— 1 223 3. Violation of Civil Rights NOT SUSTAINED. 4. False Arrest - NOT SUSTAINED. Complaint #12-03 1. Improper action jeopardizing the safety of his child NOT SUSTAINED. 2. Improper Conduct— NOT SUSTAINED. 3. Improper Demeanor of both officers NOT SUSTAINED. Complaint #12-04 1. Illegal Search - NOT SUSTAINED. Complaint #12-05 1. Harassment of complainant by officer on the Hwy 6 Iowa River Bridge - NOT SUSTAINED. 2. Harassment of complainant by officer at the Iowa City Public Library — NOT SUSTAINED. 3. Officers threatened complainant in the Ped Mall - NOT SUSTAINED. 4. Officers call every place complainant applies for a job and tells them not to hire him — NOT SUSTAINED. 5. Harassment of complainant by officers at the Robert E. Lee Recreation Center — NOT SUSTAINED. 6. Officer filed the simple assault charge in retaliation for the complainant filing a PCRB complaint- NOT SUSTAINED. Complaint #12-06 1. Excessive Force - NOT SUSTAINED. 2. Illegal Search - NOT SUSTAINED. Level of Review The Board decided, by simple majority vote, the level of review to give each report, selecting one or more of the six levels specified in the City Code per complaint: Level a On the record with no additional investigation Level b Interview or meet with complainant Level c Interview or meet with named officer Level d Request additional investigation by Chief or City Manager, or request police assistance in the Board's own investigation Level a Board performs its own additional investigation Level f Hire independent investigators Complaint Resolutions The Police Department investigates complaints to the PCRB of misconduct by police officers. The Police Chief summarizes the results of these investigations and indicates in a report (the Chiefs Report) to the PCRB whether allegations are sustained or not sustained. (If complaints are made against the Chief, the City Manager conducts the investigation and prepares and submits the reports.) The Board reviews both the citizens' complaint and the Chiefs Report and decides whether its conclusions about the allegations should be sustained or not sustained. The Board prepares a report which is submitted to the City Council. Of the sixteen allegations listed in the five complaints for which the Board reported, none were sustained. The Board made comments and/or recommendations for improvement in police policy, procedures, or conduct in one of the reports: PCRB Annual Report FY 2013 — Approved 08/12/13 — 2 224 Complaint #12-01 The Board sees the need for more education on an individual's rights and responsibilities when responding to police officers' directions. Name -Clearing Hearings The ordinance requires that the Board not issue a report critical of the conduct of a sworn officer until after a name -clearing hearing has been held. During this fiscal period, the Board scheduled no name - clearing hearings. Mediation Officers and complainants are notified by mail that formal mediation is available to them at any stage in the complaint process before the Board adopts its public report. All parties involved must consent to a request for mediation. No mediations were convened this year. Complaint Histories of Officers City ordinance requires that the annual report of the PCRB must not include the names of complainants or officers involved in unsustained complaints and must be in a form that protects the confidentiality of information about all parties. In the five complaints covered by the FY13 annual report a total of eight officers were involved with allegations against them. ICPD Internal Investigations Logs The Board reviewed the quarterly ICPD Internal Investigations Log, provided by the Chief of Police. COMPLAINT DEMOGRAPHICS The following is demographic information from the five complaints that were completed in this fiscal year. Because complainants provide this voluntarily, the demographic information may be incomplete. * Category/Number of Complainants Age., National Ori -gin: Color: Under 21 0 American 1 White 2 Over 21 3 Unknown 4 Black 0 Unknown 2 Unknown 3 Sexual Orientation: Gender Identity: Sex: Heterosexual 0 Female 0 Female 1 Unknown 5 Male 0 Male 2 Straight i Unknown 2 Unknown 4 Marital Status: Religion: Mental Disability: Single 2 Unknown 4 No 0 Married 1 Christian 1 Yes 1 Unknown 2 Unknown 4 Physical Disability: No 0 Yes 1 Unknown 4 * Information is reported as presented by the person completing the form. PCRB Annual Report FY 2013 — Approved 08/12/13 — 3 225 BOARD MEMBERS Donald King Joseph Treloar, Chair Royceann Porter Kingsley Botchway Melissa Jensen, Vice Chair PCRB Annual Report FY 2013 — Approved 08/12/13 — 4 226 CITY OF IOWA CITY Diversity Implementation Update Form (DIF)' In June 2012, the City Council (hereinafter "Council') established the Ad Hoc Diversity Committee (hereinafter "Committee") to study City law enforcement and transportation services as they relate to minority populations and to review the policies and procedures of the Police Citizens Review Board.2 From September 2012 to March 2013, the Committee reviewed and investigated the departments and the CPRB. The Committee then developed a set of recommendations. The recommendations, which follow, are separated out between the Police Department, Transportation Services, and the CPRB. To view the entire Diversity Implementation Form including all recommendations made by the Committee as well as staff response to the recommendations visit www.icgov.org/?id=2281. The Diversity Implementation Update Form only shows updates for recommendations that required additional staff action. Police 1. Changes should be made in the Department to create a more positive culture that focuses on a "Protect and Serve" approach. 2. Increase understanding between police officers and the minority community. Citizens Police Review Board 1. Increase public awareness of the Citizens Police Review Board and how the complaint process works. 2. Change the process and procedure for the Citizens Police Review Board to address the issue of public distrust. 3. Respond to the pending recommendations to Council from the Citizens Police Review Board. 1 Most recent status update displayed in red. ' Hereinafter "Citizens Police Review Board or CPRB". 1 227 Transportation Services 1. Look into providing additional transit options. 2. Look into additional options for educating the community on behavioral expectations and procedures while riding the bus. 3. Increase community outreach efforts. 4. Improve the overall environment of the downtown interchange and high volume bus stops/shelters. S. Improve communication between other transit providers in the Iowa City/Coralville vicinity. 228 229 m c 'a o C E Q N C 3 O Y O u w L a+ J u 0 CL t O E M d N w u c N w a c O w ` Y o m N m U $ � E Q a E t a w o Y 0 ❑ u 0 o w w °o m c a y u E v L ^ r m m c m y r o w a C m ❑ H u w N 1: N Y N w>.¢ `o E E OO c N w w a Y L W a L O aJ w N Y G. 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C y u Y m > Y :d a! �+ m Y C u m E CL �, toJ > O w N R N O Y V U y� -to N Y .!!2 CL v owc .d/EEc mL Y y p ncy a m 'p o y °Y�' w� O L t` W O O C L N v O O O O rA F O m L N 0-1 248 C C C C a J l0 > � N � L aL+ Y C p J u d Y 0 ; d L Y a O X C U y 1Y y N m Gl L, � v � O t0 a O O � V L N E 4ry R m - m C m E „ d O m 00. a+ ro c v C G v m C E L L a>oaE Mw O m E 9 C- � w E o '> v •> o L N u 0 yd, O N vi H LL E a cU a Y N Z > 0 m W u u C m 'C N d w N N u F NO N L' m y m a L J W C Y E I.a � y r F a o, w p v W O 0 a O U u C T a, vw i+ Y p C 0C > u C W (D,E G v C N N J \C N w C N C A� C u c ELS, v c m y c M Y a E 0 m w p m v° m m y _ E v p 0 .p. m> � C J N p y U J 3 '� O a o H N O Y v L E 0 0 +' .r ac auNY0 Y na'u0 k. �i► CITY OF IOWA CITY UNESCO CITY OF LITERATURE PENDING CITY COUNCIL WORK SESSION TOPICS November 12, 2014 December 2"d, 2014 1. Discuss selection of the preferred developer for the Court / Linn property 2. Review of proposed taxi regulations December 16th, 2014 1. Update from the Iowa City Area Development Group 2. Update from the Iowa City Downtown District Pending Topics to be Scheduled 1. Discuss recycling opportunities for multi -family housing (UISG letter in 10/1/2013 packet)- To be considered subsequent to Fiberight related decisions 2. Discuss city related marijuana policies and potential legislative advocacy positions 3. Discuss community business attraction and anti -piracy compact 4. Review of the Sensitive Areas ordinance 5. Discussion on Gateway Project aesthetic elements 6. Discuss formation of staff /citizen climate adaptation advisory group (spring 2015) From the City Manager IP8 Branstad: Transportation funding will be priority in 2015 Jason Noble, jnoble2@dmreg.com 10:43 p.m. CST November 6, 2014 Gov. Branstad will reach out to all the new leaders and see if a bipartisan consensus is possible. Gov. Terry Branstad talks with reporters in his office at the Iowa Statehouse in Des Moines, Iowa, Thursday, Nov. 6, 2014.(Photo: Rodney White/The Register)Buy Photo The time is right to change — and likely raise — Iowa's fuel tax to pay for needed road and bridge improvements, newly re-elected Gov. Terry Branstad said Thursday. Branstad, a Republican, said increasing funding for the state's road -use tax fund will be a top priority in the coming legislative session and something he hopes Democrats and Republicans will find consensus on. "The discussion will start now," Branstad said in one of his first interviews since winning a sixth term as governor on Tuesday night. "The timing is good because gas prices have dropped significantly. That makes it a little more palatable to the public." Branstad's post-election emphasis on the politically difficult issue represents a shift from the relatively small and uncontroversial policy proposals he highlighted during the campaign. It's also the first time in recent years that he has definitively said he'll press for action on the fuel tax. Highway funding has been a simmering issue in the Statehouse for years, but neither Democrats nor Republicans have been willing to support the tax increases necessary to fix state roads and bridges. 2015 could be lawmakers' best chance to get something done, lawmakers said, now that Branstad has secured re-election and the two parties once again are sharing power in the House and Senate. The governor and legislative leaders have said any deal will require bipartisan support so no side can blame the other for raising taxes. Branstad didn't offer his own plan for increasing highway funding on Thursday and said he's unlikely to present a specific proposal that could serve as a starting point for legislative debate. Instead, he said he hoped his office, the state Department of Transportation, the Senate and the House could open a dialogue on new proposals that would go beyond merely raising the existing per -gallon tax to overhaul the steams of funding that flow into the road -use tax fund. "I want to approach it with an open mind ... and see if we can mesh ideas together so we have something that everybody's had input on and can feel some ownership in," Branstad said. Reaction from both chambers and parties was immediately positive on Thursday. "All right!" House Transportation Committee Vice Chairman Brian Moore — who works as a truck driver when he's not at the Capitol — exclaimed when told of the governor's new position. Moore, R -Bellevue, said he preferred the simple 10 -cent -per -gallon increase in the tax that has been proposed rather than some of the alternatives Branstad has floated, but is relieved just to hear the issue will be on the table. "If the governor jumps on board I think he'll gather more of the conservative votes, and, my God, we're getting down to where we've got to do something with these roads," he said. Republicans made up ground on Democrats with fundraising and early voting. His Democratic counterpart in the Senate, Transportation Committee Chairman Tod Bowman, of Maquoketa, agreed that the fuel tax will be a prime topic for discussion in the coming year. "Last year wasn't the right timing for some people, but I think they're going to give it some serious consideration" in 2015, Bowman said. Bowman looked back on the past four years, during which lawmakers passed substantial legislation dealing with education and property taxes, as evidence that Democrats and Republicans could come together on tough issues. For the past several years, Iowa's fuel tax has been 21 cents for gasoline and 19 cents for ethanol - blended fuel. DOT officials have warned that the current income generated from the tax is leaving city, county and state roads and bridges with a $215 million annual shortfall. From City Manager Mpg (The Root) The 5 Worst States for Black People Surprisingly, most of the places on our list are not in the racially regressive South. By: Danielle C. Belton Posted: Nov. 6 2014 3:00 AM Progress, the story of black America. We started from the most bottom of bottoms (not having personhood) and worked our way up to the age of Obama, where we are leaps and bounds better than we were (hey, we have personhood now!) but are still struggling to make it to the middle, let alone to the top, of society's heap. A lot of things are working against us, and a lot of it boils down to where we live. Let's face it. Some places are worse to be black in than others, and I'm not just talking historically racial quagmires like Mississippi. Racism and a weakened social safety net know no region. Wisconsin, Ohio and others have their bad points, which go beyond their lack of NBA championships. Taking into account stats on education, health, incarceration rate, economics and general misery, these are some of the worst states for black people. Wisconsin So bad it should get ranked twice, the state of Wisconsin incarcerates black people at the highest rate in the country -13 percent. Within the state, 49 percent of black men under 30 have already been incarcerated, mostly because of its mandatory - minimum -sentencing drug laws, overall hostility toward drug users (prison is often preferred over treatment) and "driving while poor," aka having a suspended license because of unpaid fines. Other problems with Wisconsin include its punitive voter -ID law, which disproportionately affects African Americans, and its education of black kids—boy, is it bad at education. The Annie E. Casey Foundation put out a report this year ranking Wisconsin as the worst place to raise black children. (It beat out Mississippi, which was the second - worst place.) The foundation gave Wisconsin a score of 238 out of 1,000 for "its ability to prepare black children for educational and financial success." The national average score was 345, with Hawaii receiving the highest score, 583. Adding insult to injury, Wisconsin was ranked 10th overall in preparing white children for success. Ohio argest city, Milwaukee, is among the most segregated cities in the United Thank goodness they have LeBron, because Ohio is having a rough time otherwise. The Buckeye State is home to the second-highest infant mortality rate in the country. The median black household income is a horrid $26,039 (pdf), compared with $45,400 for white Ohioans. (The national median income for black households is not awesome but better than Ohio at $33,321.) Cleveland ranks in the top 10 most segregated cites. Ohio is also No. 6 on the list of worst places to raise black children. Oh, and the voter suppression: Ohio has run into myriad voting snafus affecting the black vote, going back to the re-election of George W. Bush in 2004. Michigan Michigan gets on the list for being the third -worst state in which to raise black children; the home of Detroit, America's No. 1 most segregated city; and for having the highest black unemployment rate in the nation, which clocks in at 16.7 percent. (Michigan's white unemployment rate is only 5.8 percent.) To go with that miserable rate, Michigan also has the lowest rate of approval (23 percent) for jobless benefits. Iowa If you're black and into marijuana, avoid Iowa. The state arrests blacks at a rate eight times higher than whites for marijuana possession, despite the rate of drug usage between blacks and whites being about the same. For years, Iowa also held the title for locking up black people at a higher rate than any other state (it recently lost that crown to Wisconsin). While other states have large prison populations, what makes Iowa stand out is that it's a relatively small state with a small population. In fact, its black population is only about 3 percent. Adding insult to injury, the poverty rate among African Americans in Iowa is 31 percent, compared with 11 percent for white Iowans. Mississippi As the second -worst place to raise a black child in America, Mississippi has a lot of other issues to go with that dishonor. It has the unfortunate distinction of having the highest infant mortality rate in the country—nearly 10 deaths for every 1,000 births, beating out also -high neighbors Louisiana and Alabama. But why is it so high? Probably because the numbers are heavily skewed by the black birth mortality rate, which is 13.8 per 1,000 births, with 40 percent of all infants in Mississippi being born to black women. One of the poorest states in the nation, Mississippi also has a high black unemployment rate (13.9 percent) and the worst unemployment benefits (a paltry average of $194 per week). IP10 From: Tom Markus Sent: Tuesday, November 11, 2014 11:21 AM To: Marian Karr Subject: FW: Snow Response Attachments: 20141107143855415. pdf Please include in info packet with a note that we need to consider snow removal as a part of design of multi -modal street systems. -----Original Message ----- From: Rick Fosse Sent: Friday, November 07, 2014 2:54 PM To: Ron Knoche; Jon Resler Cc: Tom Markus; Geoff Fruin Subject: Snow Response Here is a good article about how multi -modal streets will impact our snow plowing operations. Y Streets of yesterday becoming multi -modal Pat Kennedy, P.E., Engineering Supervisor, City and County of Denver, Colorado; Mike Kennedy, P.E., Director of Transportation Maintenance and Repair, City of Minneapolis, Minnesota, and member, APWA Winter Maintenance Subcommittee he snow response professional of today has more to consider than simply plowing street lanes clear of snow and ice during winter events. The streets of yesterday are becoming multi -modal corridors with dedicated and shared bike lanes, adjacent pedestrian paths, mass transit use and ADA accessibility needs. These alternative transit modes have different and sometimes conflicting snow response needs that must be considered in snow operations planning. On -street bicycle lanes are increasing at a rapid pace in cities across the country. Minneapolis and Denver both have a growing network of vertically separated bike lanes (cycle tracks) that provide safer paths for bicyclists, but also pose challenges for snow and ice control. These lanes typically are narrow and standard tandem plows will not fit into the space. This requires the use of alternative equipment for both plowing and sweeping operations. It could be as simple as equipping skid Vertically separated bike lane In Minneapolis (lane Is between parking and sidewalk showing difficult nature of clearing snow) THE EnvisionTM RATING SYSTEM wait"is is Over. ISI Credentialing Is Now Available Credentialingto become an EnvisionTm Professional and training to master the Envision""' Sustainable Rating System is now available. Earning the designation of EnvisionTmSustainability Professional (ENV PV) could not be easier. The training modules, tutorials, and testing are all available online. INMm1`E FOR For additional information on how to become an Envision"" Professional, INFRA1NAeEF, �' INFRAINAKEUNF: visit the ISI website at: www.sustalnablelnfrastructur*.org. I $ I November 2014 APWA Reporter 45 steers with plow blades, blowers or incorporation of specialized small plow and sweeper units into an agency fleet. Costs for winter services may double or triple due to the fact that return trips for slower and more costly physical snow removal operations after the Initial plowing and treating passes are made. In any case, there is a workforce need that usually exceeds what would typically be used for street plowing operations. This brings increased capital equipment and labor costs. Even those bike lanes that do not have a physical barrier can pose a challenge to snow response. Snow storage that allows for fully cleared lanes minimizes loss of on -street parking, and that which does not adversely impact drainage of melt water is impacted when available pavement area is used for striped bike lanes. It becomes difficult to find space to Snow encroachment Into bike lane (shady area can have long-lasting residual snow and shrink available bike lane space) q6 APWA Reporter November 2014 Pedestrian bridge over 1-25 in Denver (aiustrates cramped quarters for snow removal on struaums) store snow and some agencies are now forced to haul snow to offsite storage facilities. As with protected or barrier separated lanes, snow response costs Increase dramatically if actual removal operations are performed, and storage sites often need water quality facilities to clean the melt water before it enters waterways. Mass transit, whether rail or bus, will have stops that pose additional challenges. Windrows (berms) of snow along the curb lines of the streets at these stops can create significant impediments to transit users, and must be completely cleared along with large areas of pedestrian zones to provide optimal results. As with bike lanes, the problem of where to store snow from the aggregate large areas becomes a challenge. It varies across the nation as to who is responsible for clearing sidewalks and when that must occur. Aside from the issues on who would meet a timely need, facilities such as pedestrian bridges or other large-scale facilities can be problematic for where snow is deposited and what equipment and strategies can be used. Snow cannot be simply thrown off bridges onto underlying streets or waterways so it must be pulled back off the bridge or pushed to one side to allow for a narrower travel path. In the worst cases, if winter maintenance was not adequately considered in the design process, it is impossible on many bridges or bike paths to get equipment into the cramped quarters resulting in the need for labor-intensive handwork, or return trips with different equipment. Accessibility for all citizens is an important component of urban travel. Pedestrian ramps at street crossings are one of the links that enable full connectivity for pedestrian traffic. Plow drivers and managers, who are faced with the conundrum of completing operations within reasonable timeframes and in a cost-effective manner, have to balance street clearing operations with pedestrian access at sidewalk intersections, without unduly sacrificing productivity or increasing costs. This often creates a conflict with the party responsible for keeping the sidewalk intersection clear. tack of appropriate attention to either can lead to poor overall results and inadequate service delivery. The various users of the public transportation infrastructure may have competing interests and differing desired levels of service, or at least different priorities of how finite financial resources are allocated. More and more, cycling commuters do not store their bikes for the winter. They can switch to snow tires like the motorists and continue to hit the streets. The results of standard snow and ice control procedures will differ for vehicle lanes and on -street bike lanes on the same pavement. Plows will often leave a thin layer of slush that automotive traffic will disperse (or even push into the bike lanes), but in bicycle lanes, that slush will remain and refreeze resulting in a perceived difference in service levels. Cyclists demand that bike lanes appear to have an equivalent level of service that can only be provided at an increased cost due to repeat passes or treatments. The location of on -street lanes may also necessitate costly removal operations in order to provide access all winter, particularly when located adjacent to curb where windrows will encroach into the lanes for required snow storage. Educating the public and policy makers of the level of service available Is a key component to multi -modal snow response. Early consideration In design and realistic expectations regarding additional costs required for respective levels of service are critical toward the successful implementation of new facilities and initiatives. or at least, policy makers, designers and advocates for multi -modal facilities must be made aware of the consequences of building these facilities without adequate design considerations or long-term funding for the additional winter maintenance realities and costs. Expected response times, degree of clearing, post -storm cleanup, and shifting of travel lanes are all components that should be addressed. However, it is also the responsibility of winter maintenance professionals to understand that the increasing interest in multi -modal options is real and not likely to change soon, so it is their responsibility to be part of the solution and work toward innovative ways to provide optimal winter maintenance services, or at least be at the table to help policy makers and advocates make informed and realistic decisions when considering alternatives. Pat Kennedy can be reached at William. Kennedy@denvergov.orN Mike Kennedy can be reached at Mike.KennedW minneapolismn.gov. L _ PJFRRA-,5SAL ALL SEASON Spreader and Conveyor Encapsulant t„ l �. Apply once to lubricate & seal — Easy, one step application process and your spreaders are all set for winter operations. Lubricates drag chains— Helps prevent against costly drag chain seizure or breakage all winter long. Seals components — Creates a prolective barrier against corrosive salts and chlorides. 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PROTECTION • PRESEROATION • PERFORMANCE RHOMAR November 2014 AIWA Reporter 47 CBJ Q&A Bruce Rastetter I Corridor Business Journal 11-13-14 IN I CORRIDOR (1) BUSINESS Q&A: Bruce Rastetter President, Iowa Board of Regents Interview by CBJ Editorial Board As CEO of Summit Group, based in Alden, Bruce Rastetter oversees a variety of diverse interests in agriculture and renewable energy; as the president of the state's Board of Regents — an elected post earned in 2013 after his initial appointment to the board by Governor Terry Branstad in 2011— he has pushed forward some of the most sweeping changes to the state's three public universities in decades. Under Mr. Rastetter's watch, the Regents have initiated an ambitious transparent inclusive efficiency review (TIER) by national consulting firm, Deloitte, and passed a performance-based funding agreement that will allocate funding for the state's three public universities according to a 60/40 formula, with 60 percent based on in-state enrollment and 40 percent based on outcome metrics. The CBJ's Editorial Board spoke with Mr. Rastetter to discuss the Board's recent moves, and why he believes they are necessary to ensure that higher education in the state remains accessible in the years ahead. The following is an edited transcript of the interview. Based on the Regents' new performance-based funding formula, it's been estimated that the UI stands to lose $46 million over the next three years. How you would respond to concerns that the funding change will impact the quality of education at the UI? First of all, I challenge the number that the University of Iowa will lose $46 million, because as part of our (the Board of Regents') proposal, we are asking the legislature to backfill the $12.9 million that would be transferred next year. So that number is, I believe, not reflective of what the Board is doing and asking for when it passed performance funding. Second, I think that we've seen the University of Iowa respond in a very positive way to the performance -funding model. You see the campaign of recruiting Iowans, of re-engaging with Iowans across the state. We saw it when 3,000 people came to a visitation day at the University of Iowa (Sept. 25) that was, by all accounts, a great success. We're also seeing the University of Iowa respond in areas around that 40 percent metric that revolve around graduate professional students and research. 1Page About the $12 million that the Board requested for the backfill, can you give us some more on that? Is that assured? What we have tried to do is be very modest in our request for increase in appropriations next year. We're asking for a 1.75 percent increase in our general appropriations, and then additionally the $12.9 million for the University of Iowa. I think it's been received in a positive way by a number of people in the legislature and the governor's office, and very clearly they're going through their process of what state revenues are going to be, but we're going to lobby aggressively for it. Looking at the workforce challenges, it seems easier to recruit workers from outside the state who have attended college in Iowa. What's your perception of the chance that that the new funding model is going to change or impact the state's ability to attract workers to the state? I think it's going to enhance it. One of the things that you've seen is that the out-of-state university (population) is growing quickly, and one of the reasons they're growing quickly is because of the high job placement that their graduates have. The University of Iowa's efforts ... to grow the university both in-state and out of state is important, and the Regents are supportive of increasing out-of-state residents. We represent a very good value for them (out-of-state students) on tuition costs and the overall cost of an education, and coinciding with the (UI) Research Park and STEM initiatives — all those things will lead to a higher number of degrees and graduates, and if the jobs are available in Iowa, I think they'll stay here. How big can the University of Iowa get, from a realistic standpoint, if we're going to be recruiting more in-state and out-of-state students? I think President Mason's projections on that call for a couple of thousand (students) increase over the next few years — not dramatic growth, but incremental growth, which is why the Board approved a new dorm to be built in addition to the one that's just being completed. The university knows that students who live in dorms — in particular, during their freshman year — have a higher retention rate and graduation rate. And so a variety of those things are being done. We're hearing from a lot of folks in this market who are really concerned with the funding model, and one of the people is Len Hadley (retired CEO of Maytag Corp.), who is a well- respected business leader and who served on the funding model task force. What did he get wrong on the Regents' funding model? First of all, I'd like to say I really respect Len Hadley's service on the committee ... One of the recognitions that I think hasn't always been made about our funding model is we're talking about just 2 percent of University of Iowa's annual budget, but also that we're asking for the $12.9 million this next year to be backfilled, so there would be no loss (in funding). 2 1 P a g e What we're talking about is only state taxpayer dollars, which represent a small portion of the University of Iowa budget. So there are significant resources there to manage this, which is why I think you've seen their (the UI's) ability to spend dollars on advertising to enhance their admissions and recruiting areas. Are there any unintended consequences that you foresee coming about with this funding model, particularly with some of the state's private, smaller colleges? We have been told that this new funding model may have the potential of putting some private colleges in Iowa out of business. I am not hearing from either the community colleges or directly from those private colleges and universities that they feel threatened by this. Over the years, they have their specific niche and reasons why students go there, both in-state and out-of-state, and I think you'll continue to see that. Jumping to economic development, it seems like the Regents universities are now expected to play more of an economic development role in the state. Can you articulate that role in a little more depth? The state of Iowa is fortunate to have two of one of the nation's AAU (Association of American Universities) universities, and there are only 27 public universities that are part of that group, the nation's largest research institutions. With that, we have two research parks at Iowa State University and the University of Iowa, and the opportunity to take that research and convert it into intellectual property and the creation of business opportunities. Both universities have a special niche in that — biomedical research at the University of Iowa and ag- engineering biosciences at Iowa State — and if we talk about the number of degrees in those different areas that we have graduates in, the best way to keep students that graduate in Iowa is the creation of high-quality jobs, which the universities have done, but know that they can accelerate. Look no further than what the Research Triangle has done for North Carolina; that was one of the attractions when we hired Steven Leath as president of Iowa State. He was responsible for that as part of the $1.6 billion research dollars that (North Carolina's) system receives annually. So the growth of biosciences, the Cultivation Corridor at Iowa State, the expansion of the STEM initiative with Kirkwood, the expansion of the Research Park at Iowa — it's critical if we're going to maintain those students and those jobs in Iowa, and grow the corridor between Cedar Rapids and Iowa City. Do you ever hear any concerns from private industry that state institutions are encroaching upon their turf when it comes to matters of research or economic development? I haven't. I hear the importance of public/private partnerships ... whether it's seed development or whether it's doctors patenting new medical devices. At the last Regents meeting, we had an example of a new medical opportunity that's going to dramatically improve quality of life ... I think the importance, as we have less federal government support in the form of grants, is for private 3 1 P a g e companies to partner with the universities to help develop that intellectual property, the way that they've done that for 100 or 150 years. It's been reported that Phase 2 of Deloitte's TIER efficiency review is expected later this fall and is going to involve developing business cases for 17 different areas for further review. Have there been any recommendations that you felt strongly about, either positively or negatively? I think what you've seen is, if you look back at the more global TIER report, there were 117 opportunities identified for cost savings. The Board will take up about a dozen of those business cases in November. We already passed three (cost -savings recommendations) in early September, and the universities are beginning implementation of those. In terms of these larger business cases, the purchasing of goods and services is an important one that the implementation will begin on ... this winter and spring. The universities purchase $900 million -plus dollars of goods and services each year, and so the combination of that purchasing power between the three universities would reflect 2 to 4 percent savings. So if it's 2 percent, it's $18 million a year. If it's 4 percent, it's $36 million. So, somewhere in that range will be a real opportunity. The Regents, over the years, have tried to reshape the university system or steer it in a certain direction, but haven't had a great deal of success in doing that; you've undertaken two pretty strategic areas of tweaking with Deloitte's TIER review and the Regents' funding adjustment. Is there anything else that you're envisioning happening? One of the things that I'd like to mention on that is that when we talk about the funding for the three universities, it hadn't been looked at in 70 years. There very clearly was a need to do that, because obviously over 70 years universities have changed. And so the responsibility of the Board and our obligation to the state is that we ought to review that, it ought to be transparent, and we ought to be able to articulate that to legislators, the governor and Iowans. Second, on TIER, there hadn't been a strategic look at what the universities do ... in over 30 years, and the (UI's) budgets have grown, separate from the hospitals, to about $3.8 billion from around $700-$800 million 30 years ago. So one of the reasons we're focusing on administration and auxiliary is because at the end of the day, it's taxpayer dollars or student tuition dollars that primarily pay for everything, and those dollars are precious if we're going to have sustainable public universities in the future. It just seems that there's a tension between the University and the Regents in the Corridor, with the UI being such a big player in the region. Is it because you're being somewhat effective in reshaping the university? The goal isn't to reshape the university. The goal is to make sure that all three universities are positioned for the next 50-100 years and being as efficient as they can with state dollars and with tuition. From 2001 to 2011, the Board of Regents doubled the cost of tuition. If you continue those 4 1 P a g e tuition increases, the idea that our public universities are going to be accessible to Iowans 20 or 30 years from now ... is going to be challenging. I hear a number of times from people in Iowa City that they think this is very important and that there's real opportunity here. Is there anxiety over change? I think there always is, but I, for one, am not comfortable just voting to increase tuition every year or asking the state for extremely large increases that, when the state has budget problems and appropriations are cut, the historic reaction of the Board is just to backfill with tuition increases. That leads to some of the highest student debt in the country. So the reflection of that is to look sensibly at where we can have cost savings — that we take those dollars and let the universities reinvest those. And I think that's what the faculty get: those cost savings are going to be reinvested in programs that are going to make the universities stronger in the future. That's why we're doing all of this. 5 1 P a g e r11 -13] 4,1t CITY OF IOWA CITY IP12 omso: M E M O R A N D u M Date: November 12, 2014 To: Mayor and City Council +` From: Marian K. Karr, City Clerk '%` Re: KXIC Radio Show At your November 4 work session meeting Council Members agreed to the following schedule: November 12 — Dobyns November 19 — Dickens November 26 — Payne December 3 — Mims December 10 - Hayek December 17 — Throgmorton December 24 — No show December 31 — No show Future commitments: January 14 — Dobyns March 4 — Dobyns April 22 — Dobyns June 10 — Dobyns U:radioshowappts.doc � 1 r 1 IP13 CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org October 30, 2014 TO: The Honorable Mayor and the City Council RE: Civil Service Entrance Examination — Maintenance Worker III — Lead Sweeper Operator Under the authority of the Civil Service Commission of Iowa City, Iowa, I do hereby certify the following named person(s) as eligible for the position of Maintenance Worker III — Lead Sweeper Operator. David Corso IOWA CITY CIVIL SERVICE COMMISSION Lyra W. 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Cb I r �j 1 A CJ O 1 I� I 1 W ICO J (O � � f JI 4111 CJ W 1 0 O ! 'W, OO ICT IW iN CTI O 0 iW Oj A W! V W, A O 1(T CD -� A; O CT J V -{ J N IIID ASI O Ol 10 V O O N Otttttt WIC O O�-_ 10 j N O:1 (T O!. CT CT�CT fT O, 1� N O' W O A{ O CT W 4h O 11 1 O O Lv 1� CT� w W OO O V_ W CO OD �._ r CO I -4: CnJ, _ _ t A' ,CTI CO o 'V'1, Ifo 1 A� IWI :, 1 j (T OO W �A 1 I i I NO' CJTO A ' CO OWVO Airport Commission October 16, 2014 Page 1 MINUTES IOWA CITY AIRPORT COMMISSION OCTOBER 16, 2014 — 6:00 P.M. AIRPORT TERMINAL BUILDING Members Present: David Davis, A. Jacob Odgaard, Chris Ogren Members Absent: Jose Assouline, Minnetta Gardinier Staff Present: Michael Tharp, Eric Goers DRAFT Others Present: Matt Wolford, Jeff Edberg, Jeff Neimeyer, Melissa Underwood, Tim Busch RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): Recommend Council accepts purchase offer for Airport Commerce Park Lots 11, 12, 13 DETERMINE QUORUM: Chairperson Ogren called the meeting to order at 6:04 P.M. APPROVAL OF MINUTES: Minutes from the September 18, 2014, meeting were reviewed. Ogren stated that she gave Tharp a few edits, including that John Ockenfels' name had been misspelled in several places. She asked if others had any changes to make. Ogren moved to approve the minutes of the September 18, 2014, meeting as amended, seconded by Davis. Motion carried 3-0, Assouline and Gardinier absent. PUBLIC DISCUSSION: None. ITEMS FOR DISCUSSION/ACTION: a. Airport Commerce Park — Edberg noted that they will be closing on lot #8 tomorrow. He stated that he has received a Letter of Intent to purchase lots 11, 12, and 13. The buyer has been working with the City Manager's office on this offer, according to Edberg, and the offer was approved yesterday. He added that the closing on this sale will probably be in early 2015. Edberg noted that he also had an inquiry on lot #8, but he told them they were too late for that particular one but that lot #7 is available. Ogren asked if this latest inquiry appears to be a serious one, and Edberg stated that the party is definitely serious, but that it is too early to tell at this point. Tharp noted that the Airport Commission, at this point, can make a recommendation to the City Council to either accept or reject the current offer. Odgaard moved to recommend acceptance of the offer on lots 11, 12, and 13 per their discussion. Davis seconded the motion. The motion carried 3-0, Assouline and Gardinier Airport Commission October 16, 2014 Page 2 absent. Edberg stated that according to Dulek, the Council hearing on this will be at the November 4 meeting, with readings of the resolution following. Before moving forward, Tharp stated that he wanted to share some information for the new Members' benefit. He noted that when they sell a lot in the Airport Commerce Park, 70% of the proceeds go back to the City to pay off Airport debts. He added that with this recent sale and the new purchase agreement, it will almost wipe out the Airport's debts. He then responded to general questions from the newest Members. Tharp asked if they could move the 'terminal windows' item up at this point so that Jeff Neimeyer can speak to them before they get too involved in the rest of the meeting. 2. Terminal Windows — Jeff Neimeyer noted that they took a look at some of the leaks that Tharp identified, and assessed that from the time the windows were installed there was undoubtedly some type of leak. As the sealants have deteriorated over the years, the leak has worsened. Resealing the windows will not fix the issue at this point, according to Neimeyer. He further explained how the entire window system needs to be removed, cleaned, cut down, resealed, and new glass installed in order for the current windows to work correctly. Speaking to costs, Tharp noted that the quote he received from the glazer was for $11,300. He added that another company gave him a quote, just for the top windows, that is for $27,000. Neimeyer reiterated what he is looking for when he tests these window systems and what they could expect if he were to do the job. He added that he is often out at the Airport and does have a good relationship with everyone, and that he has asked the company to offer a good price. Ogren noted that the Committee was somewhat nervous about this issue when first discussing it, due to the fact that there appeared to only be one company available. However, now that they have heard from Neimeyer, things make a lot more sense. Ogren asked if this project is something that could be done before the end of the year. Neimeyer stated that due to projects at the Hospital, he knows right now is a very busy time. Tharp stated that they would be able to work out a schedule, as long as he knows the Airport Commission is on board with everything. Neimeyer suggested they break it into two projects — do the upper floor and lower floor separately. Members agreed unanimously that they need to move forward with this project. Davis moved to authorize the Chair to sign the necessary contract/paperwork for this project. Ogren seconded the motion. The motion carried 3-0, Assouline and Gardinier absent. b. Airport Master Plan — Melissa Underwood spoke to the Commission next. She stated that she brought the results of the user survey that was sent out and she shared information with the Members. Underwood noted that they do have their Master Plan Advisory Group put together now. They have members from the neighborhood, as well as some pilots, and Tharp and Gardinier, as well. Airport Commission October 16, 2014 Page 3 The survey was one of the first things the group did. Underwood added that the response was very good with 51 people completing the survey. Some of the major issues noted were runway lengths and approaches, and the need for more hangars. Continuing, Underwood noted that in support of this, today they ordered the IFR flight data record from the FAA. This will be three years worth of flight plans filed to and from the Iowa City Airport. She further explained how this information will help the advisory group as they work through the Master Plan. Underwood also spoke to the work that Quantum Spatial is doing for them with the aerial survey of the Airport. Underwood noted that once they have this data, the Master Plan Advisory Group will need to meet again. They can then look over the survey results, look at what the forecast is doing, and get some input on the obstructions and that type of thing. Members briefly discussed what all is entailed in the Master Plan process, with Underwood further explaining the obstruction mitigation process and what is involved in this. Discussion continued with Members asking general questions about the issues, such as runway length and could it possibly be lengthened, and the need for more hangars. C. FAA/IDOT Projects: AECOM (David Hughes) — i. Ruppert Land Purchase — Tharp noted that Hughes was unable to attend due to illness. Continuing, he noted that with the latest FAA grant, they purchased the former Ruppert family land under the runway protection zone on runway 12. Part of this grant involved an updated FAA map. Tharp explained that the FAA wants the full-blown Exhibit A map, so there is a lot of legal and other work involved in this version. The task order is for AECOM to complete this work. 1. Consider a resolution approving task order for Airport "Exhibit A" update - Davis moved to approve Resolution #A14-07 for the task order for Airport "Exhibit A" update. Odgaard seconded the motion. The motion carried 3-0, Assouline and Gardinier absent. ii. Runway 7/25 Parallel Taxiway — Tharp stated that they are still working with the contractor on closeout documentation. He noted that there was some change in staff and therefore this caused some delay. iii. 2014 Iowa DOT Grant Projects 1. Taxiway B rehabilitation and overlay — Tharp stated that everything has been finished and the project is ready to be accepted as 'complete.' a. Consider a resolution accepting work as complete — Ogren moved to approve Resolution #A14- 08 accepting Taxiway B rehab and overlay work as complete. Davis seconded the motion. The motion carried 3-0, Assouline and Gardinier absent. 2. Taxiway B lighting — Tharp noted that they are still working on some final punchlist items. The weather has delayed the work somewhat. 3. North T -hangar pavement maintenance — Tharp noted that they have completed extensive patching and crack sealing around the north T -hangar area. a. Consider a resolution accepting work as complete — Odgaard moved to approve Resolution Airport Commission October 16, 2014 Page 4 #A14-09 accepting the north T -hangar pavement maintenance as complete. Ogren seconded the motion. The motion moved 3-0, Assouline and Gardinier absent. d. FBO/Flight Training Reports — i. Jet Air — Matt Wolford of Jet Air shared the monthly reports with Members. He highlighted some of the tasks with the self -serve and changing of filters on the fuel system. Odgaard asked if they are anticipating three filters per month. Wolford stated that it is really hard to determine this, but that the frequency has picked up somewhat. Continuing, Wolford noted that he just happened to be in hangar #14 and saw that a light bulb needed to be replaced and a door latch fixed. Wolford then spoke to some miscellaneous issues, such as the parking of aircraft at certain times. As far as Jet Air's business, Wolford noted that they have a few new employees — one a mechanic from Washington state and also his wife, who will work in the office. Charter activity has been really busy, according to Wolford. Ogren asked if Jet Air has started offering flight training yet, and Wolford stated that they are getting things ready and have recently ordered business cards and brochures. He added that they hope to buy another plane before they begin. ii. Iowa Flight Training — Tim Busch of Iowa Flight Training (IFT) addressed Members next. He began by stating that they have been seeing an increase in flight times, with planes running upwards of 450 hours. With the increase, he stated that they are having to do more engine work and overall plane repairs. He added that they are doing avionics upgrades when the planes are in for repair, so the planes do have the latest upgrades done to them. Also being completed is the Garmonizing of the planes. Busch stated that all but one plane has now been completely Garmonized, meaning there is at least a Garmon 430 in it. Next will be `putting glass' in the planes, according to Busch. He further explained what this means. Odgaard asked Busch if they have ever considered leasing, and Busch stated that they currently have one and are open to this. Odgaard then spoke to the fact that Jet Air will be offering flight training soon, and asked if IFT is seeking to renew their contract with the Airport. Busch stated that this is being looked into currently. Tharp added that he is working with Busch on a commercial agreement currently and that it should be ready for the Commission by next month. Busch continued, stating that he is always looking for more flight instructors. He followed this up by saying that he typically does not hire instructors right out of school, that he follows a bit of a different model in doing things. Busch stated that he did hire a new instructor in Cedar Rapids recently. e. Airport "Operations:" — i. Strategic Plan -Implementation — Tharp noted that he has not forgot about doing this review. He would prefer to do this at a meeting where the entire Commission is present. ii. Budget — Airport Commission October 16, 2014 Page 5 1. FY2016 Budget — Tharp noted that discussion of the FY2016 budget is something they need to do this evening. He stated that there is a standing subcommittee consisting of himself, the Chair, and the Secretary that meet to discuss the yearly budget. Over the past the subcommittee has met and developed a budget that has then been given to the entire Commission for their approval, before going to the City. Tharp noted that the information for this year's budget is due back to City Hall by the 24th. He briefly covered what the roughly $400,000 budget would include. The Airport's levy would remain the same at $68,415. Tharp noted that once their debt payments drop considerably, the conversation will most likely be around the amount they have been receiving. Continuing, Tharp stated that if the Commission is in agreement with the budget that the subcommittee is recommending, he and the Chair, and anyone else on the Commission who has interest, will then meet with the City Manager and the Finance Director to do a review of the proposed budget. Tharp responded to various questions from Members, giving them some history on the budget and noting that once they get through some of these land sales, they will need to have further discussions. Odgaard suggested a line in the budget for marketing, noting that he thinks the community needs to know more about the Airport and what goes on here. Commission Members unanimously agreed to the subcommittee's recommendation. iii. Management — Tharp stated that he had nothing new here. He did suggest that Members bring up anything under this item if they hear of issues at the Airport. Tharp stated that next week his schedule may be a bit messed up due to some family health issues. He added that he will let Chris and Eric know if he is not around. Odgaard spoke to the issue of locked doors, something he brought up at an earlier meeting. He added that he can come back to the Airport at 10:00 P.M. and find the door unlatched. Tharp stated that he called the door company about this the last time it was brought up, and that he will have to check into the issue again. Odgaard also spoke to the locks on the gates' issue that he previously brought up. Tharp noted that he is awaiting a response from one of the companies and then he will have something for the Members to look at. f. Subcommittee Reports — i. Review use of subcommittees — Ogren briefly explained why this is on the agenda. She stated that she is suggesting having ad hoc subcommittees as they need them, rather than set subcommittees. Others agreed that this makes sense. Ogren and Tharp both agreed that the budget subcommittee, consisting of the Chair, the Secretary, and Tharp, is one that needs to stay as is. Ogren moved that they eliminate all of the standing subcommittees, except the budget subcommittee, and that they plan at the next meeting to strategize specifically about what subcommittee(s) they may need currently (security). Airport Commission October 16, 2014 Page 6 Odgaard seconded the motion. The motion carried 3-0, Assouline and Gardinier absent. g. Commission Members' Reports — Ogren stated that she has been busy working and painting rooms at home so she has not been involved in aviation much. Odgaard stated that he has several students for his flight instruction here at Iowa City. h. Staff Reports — None. SET NEXT REGULAR MEETING FOR: The next regular meeting of the Airport Commission will be held on Thursday, November 20, 2014, at 6:00 P.M. at the Airport Terminal Building. ADJOURN: Davis made a motion to adjourn the meeting at 7:46 P.M. Odgaard seconded the motion. The motion carried 3-0, Assouline and Gardinier absent. CHAIRPERSON DATE 0 N rn c a) 10/16/14 w w X X X O O a) (n a 09/18/14 z X x X z X X 08/21/14 z x x X z X O 07/17/14 2 2 2 z X x x z X z 06/23/14 z x x z z z O 05/1514 2 X x X 2 2 2 z z z z 04/17/14 z x x x z z z 03/17/14 z X X X X z z 02/20/14 x x X x X z z 02/14/14 x x X X X z z 01/16/14 x x x X x z z 01/14/14 X x x X X z z 01/16/14 x X x x X z z v U) m ti ti a w x o 0 0 0 0 0 Cl E-- LJJ MM O O M O M O co Cl M O M O a c c cu OL O i N O '> z 2 c N p = c D rn c a) a a) a) (n a O a cn (D N Q r ) f� a) OR W m C: cn ca o Q z Y x II 3R 0 11 II 0 z Airport Commission October 28, 2014 Page 1 MINUTES IOWA CITY AIRPORT COMMISSION OCTOBER 28, 2014 — 5:30 P.M. AIRPORT TERMINAL BUILDING Members Present: Jose Assouline, A. Jacob Odgaard, Chris Ogren Members Absent: David Davis, Minnetta Gardinier Staff Present: Michael Tharp, Sue Dulek Others Present: Jeff Edberg DRAFT RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): Recommend Council accept purchase offer of Lot 7 DETERMINE QUORUM: Chairperson Ogren called the meeting to order at 5:40 P.M. ITEMS FOR DISCUSSION/ACTION: 11-15-14 IP16 a. Airport Commerce Park a. Consider a motion to recommend acceptance of purchase offer for Lot 7. - Ogren stated that they had copies of the purchase offer and asked Jeff Edberg to speak to the Commission regarding the offer. Edberg stated that the offer was brought to him by another real estate broker. Edberg stated that they received an offer which had been deemed low, but that it was countered for a rate equal to most recent sales. He stated that the closing would occur on or before January 30, 2015. Members discussed the terms of the purchase offer to which Edberg responded. Assouline motioned to recommend acceptance of the purchase offer. Seconded by Odgaard. Motion passed 3-0 (Gardinier, Davis absent). ADJOURN: Ogren made the motion to adjourn the meeting at 5:52 P.M.; seconded by Assouline. Motion carried 3-0 (Gardinier, Davis absent). CHAIRPERSON DATE c w _o O �N V N w LU 0 v O Z V Q � 0 O Z Q' W Q ~ a C O to r. N O c6 N .0 N N a5m ;Fc oa T 0 N rn c u� a 10/28/14 z w X X g X w O z O 10/16/14 g z w w O X 2 z X X O W 09/18/14 z X X X z X X Q �+ z a m 08/21/14 z X X X z X O Z 07/17/14 2 2 m Z X X X Z X Z 06/23/14 z uj X X z z z O 05/1514 M X X X 2 m m z z z z 04/17/14 z X X X z z z 03/17/14 g z X X X X z z 02/20/14 X X X X X z z 02/14/14 X X X X X z z 01/16/14 X X X X X 22 z z 01/14/14 X X X X X z z 01/16/14 X X X X X z z �r o co It r- f- ti a w X o 0 0 0 0 0 0 w M O M o M 0 M o M O M o M 0 C c N w ca 0o L m L O '> Z � O N Q 0 O 0 O .Q ::i D 3 � c �° N 'L = v 'C 3 ' > 2 t7 U a Q D rn c u� a 2 A N O LL : W � c N ca N a) N.Q Q Q �+ z a m n w n u w n 1 X3� O O Z 11-13-14 IP17 MINUTES BOARD OF ADJUSTMENT OCTOBER 8, 2014 — 5:15 PM EMMA J. HARVAT HALL, CITY HALL MEMBERS PRESENT: MEMBERS ABSENT: STAFF PRESENT: OTHERS PRESENT: CALL TO ORDER: Larry Baker, Connie Goeb, Becky Soglin Gene Chrischilles, Brock Grenis Sarah Walz, John Yapp, Susan Dulek Erica Damman; Pam Earhart; Casey Boyd The meeting was called to order at 5:15 PM. ROLLCALL: PRELIMINARY A brief opening statement was read by Baker outlining the role and purpose of the Board and the procedures that would be followed the meeting. CONSIDERATION OF THE SEPTEMBER 10, 2014 MINUTES: Soglin moved to approve the minutes. Goeb seconded the motion. A vote was taken and the motion carried 3-0. SPECIAL EXCEPTION ITEM EXC14-000010: Discussion of an application submitted Erica Damman for a special exception to reduce the front principal building setback requirement from 15 feet to 7 feet for property located in the Low Density Single-family (RS -5) zone at 427 Clark Street. Walz showed the location map of the property indicating the zone in which the property is located. The applicant has also submitted an application to the Historic Preservation Commission for approval of the porch design because the house is located in the Clark Street Conservation District. Walz showed an aerial view of the property. She stated that in older neighborhoods homes are sometimes built with a variation such as being set back much further to the street than would be required now or, in other cases, the homes are set much closer to the front property line than is required now. In this case, the frontage along Clark Street shows the homes on the north end of the block are set much closer to the street than the homes on the southern Board of Adjustment October 8, 2014 Page 2 of 6 end of the block, which are set further back. When setbacks are consistently different from the current requirement, the code allows setback averaging, which bases the setback on the placement of existing buildings abutting the subject property, In this case, that would be 7 feet at 425 Clark to the north and 6 feet at 431 Clark to the south for an average setback of 6.5 feet. However, because homes on the south end of the block have deeper setbacks, setback averaging is not an option for reducing the current setback requirements. In 2008, the abutting property at 425 Clark Street was granted a special exception to reduce the required front setback to 7 feet to allow for the construction of a historically appropriate porch, similar to what is proposed by the applicant. Historical documents show that the subject structure included a front porch at one time, though was later removed. Walz stated porches are common in this neighborhood; the house currently has an unsheltered entrance and a front facade that is out of character with its historic architecture and out of character with the surrounding neighborhood. Most other houses along the street either have full front porches or covered entries. Wals said that Staff believes that the reduction in the front setback requirement would not be counter to the purpose of the regulations as the home will still be set back 7 feet from the front property line. The reduction will not diminish the opportunity for privacy between buildings as it does not encroach on properties to either side and is separated from neighboring properties across the street by more than 60 feet. Walz explained that it is important that the structure be an open air front porch, rather than an enclosed addition, the structure has a lesser effect on the sense of separation for light and air. Staff recommends that EXC14-00010, an application for a reduction in the front principal building setback from 15 feet to 7 feet to allow construction of an open-air front porch, subject to the following conditions: • The applicant will secure a Certificate of Appropriateness from the Historic Preservation Commission. • The constructed porch will remain open and may not be enclosed with solid walls or windows. Goeb asked for clarification on whether the Historical Preservation Commission must approve the application first, or if the Board needs to give approval for the setback exception firs. Walz replied that either can happen first because each is conditioned on the other. Goeb questioned how the setback will be changed, specifically how far will the front of the porch be from the sidewalk. Walz confirmed the new setback will be 7 feet from the sidewalk to the front of the new porch. Erica Damman (427 Clark Street) stated that the house originally had a front porch, similar to the one being proposed and similar to the one on the neighboring house. Baker opened public hearing. Pam Earhart a resident of Clark Street for 42 years confirmed that the home in question once had a front porch, and is in favor of the exception to the setback to allow this home to have a front porch again. Board of Adjustment October 8, 2014 Page 3 of 6 Baker closed public hearing. Soglin moved to approve item EXC14-00010 an application submitted Erica Damman for a special exception to reduce the front principal building setback requirement from 15 feet to 7 feet for property located in the Low Density Single-family (RS -5) zone at 427 Clark Street subject to the following conditions: • The applicant will secure a Certificate of Appropriateness from the Historic Preservation Commission. • The constructed porch will remain open and may not be enclosed with solid walls or windows. Goeb seconded the motion. Baker stated he felt this would be an improvement on the property and is in favor. Soglin said that regarding EXC14-00010 she concurs with the findings set forth in the staff report dated October 8, 2014, and conclude that the general and specific criteria are satisfied. Unless amended or opposed by another Board member s he recommends that the Board adopt the findings in the staff report as their findings for the acceptance of this proposal. Baker noted that this was supported by letters to the board as well as public approval so support from the neighborhood. A vote was taken and the motion carried 3-0. Baker declared the motion for the special exception approved, noting that anyone wishing to appeal the decision to a court of record may do so within 30 days after the decision is filed with the City Clerk's Office. VARIANCE VAR14-00001: Discussion of an application submitted by Greg Sirowy for a variance from the vehicular access requirements for a two-family use for properties located in the High -Density Single -Family (RS - 12) zone at 1243 and 1253 Dodge Street Court. Yapp presented the staff report and showed slides of the property. The property was subdivided in 1996 for duplex construction and duplexes were constructed on four of the lots and the other two lots have remained undeveloped. A building permit was issued for duplex construction on the properties at 1243-1253 North Dodge Court, and foundations have been constructed. After construction started, staff discovered the properties could not meet the specific standard in City Code Section 14-4134A (5f(2)): If the lot width is less than 80 feet, vehicular access is restricted to an alley or private rear lane. These two lots are 70 feet wide. In reviewing the history of these lots, staff discovered that the initial subdivision in 1996 and a subsequent rezoning in 2005 were approved with the expressed intent of allowing duplex construction. The other lots which were a part of the 1996 subdivision (Jacob Ricord's Board of Adjustment October 8, 2014 Page 4 of 6 Subdivision) on North Dodge Court have had duplexes constructed on them. A rear lane or alley, which was made a requirement for duplex lots narrower than 70 feet in 2005, was not a part of the 1996 subdivision. Previously to 2005, the lots on the south side of North Dodge Court were zoned RS -8, Medium Density Single Family, and duplex construction was permitted on the lots. In 2005, as a part of an update to the Zoning Code, duplexes were made to be only permitted on corner lots in the RS -8 Zone. Therefore, the lots on North Dodge Court were rezoned {as a part of a City -initiated rezoning) to RS -12 with the expressed intent of allowing duplex construction on the lots. A 2005 staff report to the Planning and Zoning Commission from the 2005 rezoning states: Because some recent subdivisions were designed for zero -lot line or duplex dwellings and there are still vacant lots within these subdivisions, staff is proposing to rezone these areas from RS -8 to High Density Single Family (RS -12). The RS -12 Zone will allow duplexes and zero -lot dwellings on the interior Jots as well as corner Jots. The intent of the rezoning was to continue to allow for duplex construction on lots subdivided prior to the 2005 Zoning Code amendment. What was = considered however was the requirement for alley or rear lane access for lots narrower than 80 feet in width. In this case no alley or rear lane was required as a part of the original subdivision in 1996, and the applicant cannot meet the requirement for rear access for these lots. Yapp gave the analysis that The proposed variance will not threaten neighborhood integrity, nor have a substantially adverse effect on the use or value of other properties in the area adjacent to the property included in the variance. These lots were intended for duplex construction when platted in 1996, and duplexes have been constructed on the other lots in the subdivision. Duplexes are not out of character for the south side of North Dodge Court. The proposed variance will be in harmony with the general purpose and intent of the Zoning Chapter and will not contravene the objectives of the Comprehensive Plan, as amended. Staff finds the Comprehensive Plan s u p p o r t s a diversity of housing t y p e s within neighborhoods — this neighborhood contains single famiy structures, duplexes, and a multi-- family project was recently approved on the north side of North Dodge Court. The Comprehensive Plan also supports compatible infill development- as noted above, the other lots on the south side of North Dodge Court (as part of the 1996 subdivision) also contain duplexes. When these lots were rezoned to RS -12 in 2005, the intent was to continue to permit duplexes on these lots. Yapp explained that the test for unnecessary hardship consists of three prongs: 1. The property in question cannot yield a reasonable return if used only for a purpose allowed in the zone where the property is located. The lots were platted and intended for duplex construction, rezoned in 2005 to allow for duplex construction, and purchased as duplex lots. No rear lane or alley was required when Board of Adjustment October 8, 2014 Page 5 of 6 the property was subdivided, and it is prohibitive to require a rear lane or alley at this stage due to lot size, and the ownership and land use of surrounding property. The other duplex lets on North Dodge Court do not have rear access. Foundations have been installed for duplex construction on these lots. 2. The owner's situation is unique or peculiar to the property in question, and the situation is not shared with other landowners in the area nor due to general conditions in the neighborhood. The situation is peculiar in that the property was subdivided in 1996 prior to there being a requirement for alley or rear lane access for duplexes on lots less than 80 feet in width. It is also peculiar in that the Zoning Code was amended in 2005 to no longer allow duplexes on interior lots, which resulted in a City- initiated rezoning of the lots to RS -12 with the intent of allowing duplexes to be constructed. The rezoning in 2005 failed to account for the fact that these lots did not have rear access. Requiring rear lane access for these two lots would be peculiar and unique, and the other duplexes on North Dodge Court do not have rear access. 3. The hardship is not of the landowner's or applicant's own making or that of a predecessor in title. The 2005 Zoning Code amendment to require rear -lane access for lots less than 80 feet in width is not of the landowner's making, and the lots were platted prior to this requirement being enacted. The City -initiated rezoning in 2005 to RS -12 was not of the landowner's making, and was intended to continue to allow duplex structures on these lots. Yapp noted that staff received one email from a neighboring property owner in favor of granting the variance. Staff recommends that VAR14-00001, a variance from City Code 14-413-4A (5f(2)), which requires alley or rear lane access for two-family structures on lots less than 80 feet in width, be approved for Lots 1 and 2 of Jacob Ricord's Subdivision i.e. the properties at 1243 and 1253 North Dodge Court. Soglin questioned if this issue had been noticed in 2005 what would have happened. Yapp stated that the code would have included the exception and written differently. Baker asked if the code needs to be rewritten. Yapp stated that this is an isolated issue and should not require the code to be rewritten, unless they find it is also an issue in other parts of the city. The code is good for future subdivisions, as new subdivision will be designed to meet the code, this was an isolated issue due to the majority of the subdivision being constructed prior to the 2005 code change. Casey Boyd introduced himself as a property partner for the construction project and appreciates the Board and the city staff's time. Once the problem was identified they all worked together to remedy it. Baker asked Boyd if the construction of the project had been suspended due to this issue. Boyd confirmed that construction has been suspended for one month. Goeb asked how the issue was discovered. Boyd explained that appraiser noticed the zoning requirement and notified the city staff. Baker opened public hearing. Board of Adjustment October 8, 2014 Page 6 of 6 No one from the public was in attendance. The public hearing was closed. Soglin moved that VAR14-00001, a variance from City Code 14 -4B -4A (5f(2)), which requires alley or rear lane access for two-family structures on lots less than 80 feet in width, be approved for Lots 1 and 2 of Jacob Ricord's Subdivision i.e. the properties at 1243 and 1253 North Dodge Court. Goeb seconded the motion. Baker noted concern about the construction suspension and agreed that is something that needs to be address in a more sensitive manner in the future. Goeb said that regarding VAR14-00001 she concurs with the findings set forth in the staff report dated October 8, 2014, and conclude that the general and specific criteria are satisfied. Unless amended or opposed by another Board member s he recommends that the Board adopt the findings in the staff report as their findings for the acceptance of this proposal. Baker agreed and also noted the cooperation of the applicant with appreciation. A vote was taken and the motion carried 3-0. Baker declared the motion approved, noting that anyone wishing to appeal the decision to a court of record may do so within 30 days after the decision is filed with the City Clerk's Office. BOARD OF ADJUSTMENT INFORMATION: None ADJOURNMENT: Goeb moved to adjourn Soglin seconded Meeting was adjourned on a 3-0 vote. Z Cw G H N 7 Q LL O Q m O U W w LU V Z Q Z LL! H Q r O N M r O N o T x x O 0 x 0 x x x x x os x x x x x x x x x x N x x x x x M co x x x x x T T N x x x x x T x x x x x T x w ti LO (0 0)o0 o 0 0 0 0 N N N N N ui r r r H W Z W H Lu U U Y Q Zm O J m a U N x U Z a) 0m Y W w m LU (� Z m C9 0 U N V! y y ++ N -0 O aaQZ u n u n xow ' 0' 11-13-14 IP18 MINUTES PRELIMINARY HISTORIC PRESERVATION COMMISSION OCTOBER 9, 2014 EMMA HARVAT HALL MEMBERS PRESENT: Kent Ackerson, Thomas Agran, Esther Baker, Gosia Clore, Kate Corcoran, Frank Durham, Andrew Litton, Pam Michaud, Ben Sandell MEMBERS ABSENT: Ginalie Swaim, Frank Wagner STAFF PRESENT: Bob Miklo OTHERS PRESENT: Heidi Anderson, Erica Damman, David Kacena RECOMMENDATIONS TO COUNCIL: (become effective only after separate Council action) None. CALL TO ORDER: Litton called the meeting to order at 5:30 p.m. PUBLIC DISCUSSION OF ANYTHING NOT ON THE AGENDA: There was none. CONSENT AGENDA CERTIFICATES OF APPROPRIATENESS; 717 Grant Street. Miklo said this is a window replacement project on the consent agenda. He said he would not go into detail unless Commission members had questions or wanted a full report. MOTION: Corcoran moved to approve a certificate of appropriateness for the project at 717 Grant Street as presented in the application. Baker seconded the motion. The motion carried on a vote of 9-0 (Swaim and Wagner absent). CERTIFICATES OF APPROPRIATENESS: 427 Clark Street. Miklo said this is a contributing property on the west side of the street in the Clark Street Conservation District. He said the proposal is to build a new front porch. Miklo said he checked the Sanborn Fire Insurance Maps, and it appears that at one time there was a full-length front porch on the property, but he did not know when that was removed. Miklo stated that the house itself is a very simple, vernacular house. He said that some refer to this as an I house, because it is shaped like an I and is one room deep. Miklo said this house has an extension on the back. Miklo said the Commission has approved previous projects on this site, including a small, second floor addition and some other improvements over the years. He said there are some HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 2 of 10 concept drawings in the packet showing the general design of the porch. Miklo said that perhaps a better indication of what it will look like is the porch next door, which was built by the same person who will be constructing this porch. Miklo said there are some differences in that the proposal for 427 Clark Street is to bring the porch all the way to the edge of the house. He said the roofline will also likely extend a few inches beyond in order to protect the edge of the porch, which is a common practice. Miklo said that rather than having a porch ceiling and ends on the roof, the proposal is to leave the area open so that one will basically see the exposed rafters. He said there would be a bead board type ceiling on the underside of the porch roof. Miklo said that although it is not really a traditional design for a porch roof, staff feels it is a good interpretation or simplified version of what one would typically see on a simple house like this. He said it is perhaps appropriate for a conservation district that one is not recreating something but is showing the general indication of what a porch here would look like. Miklo said there is an exception being requested for this porch, and a similar exception was granted for the neighboring porch, in that generally tongue and groove fir porch flooring is required for porches. He said that an exception may be granted in conservation districts on a case by case basis for decking type material, which is being proposed in this case. Miklo said that a more traditional type skirting than that which is on the neighboring porch is being proposed. Miklo said staff finds that this does meet the guidelines for porches, and the staff report details the things staff and the Commission normally consider when reviewing porches. He said staff is recommending approval subject to the final details being approved by staff and the chair. Damman, the owner of the property, said she was available to answer questions. MOTION: Ackerson moved to approve a certificate of appropriateness for the project at 427 Clark Street as presented in the application, including an exception to allow the use of deck flooring, subject to final plan details being approved by chair and staff. Durham seconded the motion. The motion carried on a vote of 9-0 (Swaim and Wagner absent). 604 Grant Street. Miklo stated that this is a contributing property in the Longfellow Historic District. He said the house is roughly mid -block between Court and Center Streets, on the east side of the street. Miklo said this property has been before the Commission on a few occasions in the past. He said originally it had just a small entry porch on the left side of the house, but the Commission approved the reconstruction of that as a full porch a few years ago. Miklo said that windows were also approved for replacement. He added that at one point, a single -car garage was approved for this property; however, it was never built. Miklo said this proposal is to build a two -car garage with a loft above it, on the north side of the house. He said the garage would be set back quite far from the street, in accordance with the guidelines. Miklo said the garage would be behind the front plane of the house. He said an earlier drawing showed it lining up with the rear of main part of the house, but a newer drawing HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 3 of 10 shows it even farther back. Miklo said that either is acceptable, but staff will need to clarify the location before a building permit can be issued. Miklo showed a photograph of the property from the air and pointed out the features. He said there is a platted alley to the back, but it was never built because the creek is back there. Miklo said the guidelines call for placing new garages behind the house with access off an alley if available, although an alley is obviously not available here. If the driveway is going to be on the street, which is what is being proposed here, he said the guidelines discuss having a narrow driveway, eight to ten feet wide at the front of the lot, with it widening at the garage entrance. Miklo said that as noted, the garage would be two levels: the car level and a level on the upper part of the garage that could be used for storage or a finished, loft -type space. He said the photograph shows that there is a slope to this property, so one side of the entrance will be higher than the other, which results in quite a bit of exposed foundation on the south side of the property and the back side of the garage. Miklo said the house itself has a brick veneer foundation. He said the proposal here is to use concrete, and the guidelines say that is acceptable in that if one is not able to match the foundation material of the main structure, a simple concrete foundation or stucco -type foundation is appropriate. Miklo said the guidelines would not allow for a fake or stamped brick foundation. Miklo said the windows on the garage would match those on the house but would be slightly smaller in size, which is appropriate. Miklo stated that although the illustration does not show this, the applicant has indicated that the windows will have divided lights to match those on the house. He said the guidelines discuss a garage or outbuilding being smaller in size or scale and the finish not being as elaborate as the main structure Miklo said that two garage doors are proposed, and that is recommended by the guidelines. He showed an illustration of the garage doors and the carriage -style door, which is very appropriate for this type of structure. Miklo said he would even suggest that, given the quality and character of the door, having one wide single door would be inappropriate in this location. Miklo showed the plan for the garage. He said the actual, pedestrian level entrance is up a few feet, so one would go into the garage and then walk down to the floor level for the car space or up to the loft space. Miklo showed a profile demonstrating the amount of storage or possible finished space above the garage. Miklo said that he initially questioned the position of the windows, given that they look quite low, when he first saw the plan. He said that because of the grade and the ceiling height, it really is not possible to move them up. Miklo stated that these windows will be on the house side of the garage, so they won't be highly visible. Miklo said staff's recommendation in the staff report is to approve this as submitted, subject to a site plan showing the proposed curb cut, drive, and drive location and also product information on the pedestrian door. He said the site plan has been received, so that is no longer needed as a condition. Miklo said that prior to issuing a building permit, staff will need verification that the door on the side meets the standards, which would mean basically a fiberglass door probably with panels on the bottom. HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 4 of 10 Miklo said that at this point staff is recommending approval subject to product information for the door being supplied prior to the issuance of the building permit. Sandell asked if there are other properties in the neighborhood that have this situation and if they have a standard setback for the base of the garage that could be emulated. Miklo responded that there are not many new garages in this neighborhood; most of them are older, historic garages. He said he did not have an aerial photograph, but most if not all of the garages in this area are single -stall wide. Miklo said this is pretty much in keeping with the position of most garages in the neighborhood. Miklo said there is a porte-cochere on the side of the house where there is a curb cut. He said it would be unusual in this neighborhood to have two driveways and the amount of concrete that comes with that, so staff is recommending that that curb cut be removed as a condition of approval. Miklo said that with the new garage there would be there would be four parking spaces (two in the garage and in the drive that would replace the one that is recommended for removal. Miklo said the guidelines really don't address that. He said the Commission could leave it there; it is just a suggestion on the part of staff to make this more compatible with the neighborhood. Corcoran asked about the location of the proposed driveway in relation to trees on the property. Anderson, one of the owners of the house, said the driveway would go to the right of the tree, lined up with the left stall of the garage. Miklo stated that the zoning code requires that driveways be three feet off the property line, unless they are curbed and designed to drain away from the adjacent property. He said he believes this is proposed to be five feet, so it more than meets the requirement. Michaud asked if the carriage house would be considerably shorter than the main house, since it is lower anyway. Anderson confirmed this. MOTION: Baker moved to approve a certificate of appropriateness for the project at 604 Grant Street as presented in the application with the following conditions: 1) a site plan showing the location of the proposed curb cut and drive and product information for the pedestrian door to be submitted and approved by the Commission chair and staff; 2) the current curb cut and driveway being removed; and 3) the option for the applicant to install a single -garage door of the same quality of the two that are currently proposed. Ackerson seconded the motion. The motion carried on a vote of 9-0 (Swaim and Wagner absent. 420 N. Dodae Street. Miklo said this property is in the Goosetown Horace Mann Conservation District. He said the property is on the east side of Dodge Street between Fairchild and Davenport Streets. Miklo said the proposal is to remove a chimney from the house. He said the chimney is obviously damaged, and the packet includes written material from the applicant explaining the issues that have occurred with the chimney over the years. HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 5 of 10 Miklo said the guidelines indicate that, where a chimney is a prominent feature of a house or an important architectural feature such as those that are part of a fireplace that is in the side, it should not be removed. He said that although this is visible from the street, it is on the back side of the house and is not a key feature of the house. Miklo said the Commission has looked at other proposals to remove a chimney and leave a metal pipe, which is not something that would be seen on an historic house, and the Commission has denied those proposals. Miklo stated that in this case, staff recommends approval, finding that the chimney is not a prominent architectural feature of this house. MOTION: Agran moved to approve a certificate of appropriateness for the project at 420 North Dodge Street as presented in the application with the following conditions: 1) the chimney including the metal pipe being removed to the roof line with the clarification that if the metal pipe were to be retained as a functioning chimney, staff would not recommend approval of removal of the brick; and 2) the roof being repaired with shingles that match the existing. Clore seconded the motion. The motion carried on a vote of 9-0 (Swaim and Wapner absent). 718 E. Davenport Street. Miklo said this is a proposal to demolish a garage or a small barn at 718 East Davenport Street in the Goosetown/Horace Mann Conservation District. He stated that the property is on the north side of Davenport Street mid -block between Dodge and Lucas Streets. Miklo said the staff report was in error in calling this a contributing property. He said that it is actually a key property in the district. Miklo said that a study by Marlys Svendsen, a historian who has consulted for the Commission, indicates that the property is individually eligible for the National Register of Historic Places. Miklo said that the property was built in 1890 by Joseph Cerny. Miklo stated that the Cerny family was a prominent Czech family in Goosetown and in the establishment of Saint Wenceslaus Church. He stated that this is one of the more prominent houses in Goosetown, perhaps due to Joseph's success as a businessman and as a bricklayer. Miklo said that Joseph's son, William, built a house next door to Joseph. Miklo said he believes the house farther to the west was also built by the same family. Miklo said that the small barn or garage located off the alley at the back of the property can be seen from the street. He said the barn represents the small buildings that were built for horses or livestock that were once common in Goosetown. Miklo stated that several of them have been lost. He said there are not many of them left that are this representative of what used to be there. Miklo said this has a fairly steep pitched roof, with a board and batten type siding. He said staff believes that a garage door was added at a later date. Miklo said that Frank Wagner, who is a contractor, visited the property with him and inspected it. Miklo said that based on the construction techniques and some of the lumber, Wagner believes that it dates from the same period as the house. Miklo said that some of the planks in the roof are 14 inches wide, which is a dimension that was not available much after 1900. HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 6 of 10 Miklo showed a side view of the barn, stating that similar to the house, it has a standing seam metal roof. He said there is a little lean-to roof extension or addition. Miklo pointed out the portion of the roof that is in plywood and in fairly poor condition, although the metal part of the roof is actually in pretty good shape compared to metal roofs seen repaired and painted around town. He said that it does show some slight signs of rust, but it is something that could be corrected with a coating. Miklo showed a view from the house looking back toward the alley and a view from the side. He said there was some question as to the age of this building, as the applicant had indicated that there perhaps was a time when this building was not there. Miklo said he therefore reviewed the Sanborn Fire Insurance Maps, which are maps that were done throughout the United States for fire insurance purposes. He said they are very accurate and were available for the first time in this neighborhood in 1899 and continued to be updated until approximately 1970, when they were discontinued. Miklo stated that the barn, or a building of this size and location, does appear pretty much where it is today. He said he checked maps from 1906, 1916, 1920, and up through 1970, and they all show a building of this size in this general location, as well as other small buildings located on the alley on this lot. Miklo said that based on that and Wagner's examination of the construction techniques and materials, he believes this building was built at about the same time as the house. When considering demolition, Miklo said the Commission is asked to consider three things: the condition of the building, the integrity of the building or whether it is similar to the way it appeared historically, and its architectural significance. He said that as indicated in the report, staff feels this building is pretty much as it was when it was built. Miklo said there might have been repairs to the siding over the years. He said he suspects it was lifted off a stone foundation and put on a concrete foundation and the garage door was added at some point. Even with the evidence of some remodeling, Miklo said the overall form of the garage has pretty good integrity. In terms of architectural significance, Miklo said this is a representation of the types of barns that were once found throughout Goosetown. He said he checked the book written by Mary Beth Slonneger, who is an historian who has done a lot of research in the Goosetown area. Miklo said Slonneger pointed out him to the picture that was taken on Davenport Street, which he believes is actually the barn to the west on the property that was built by this same family. Miklo said it shows the simple character of these types of buildings that were once found throughout the neighborhood. Miklo said, based on that, he believes it is historically significant. Regarding the condition, Miklo said there are obviously some issues with this barn or garage. He said it does show some deferred maintenance, and the City's building department would cite it for peeling paint, so obviously the paint needs to be scraped. Miklo said that some of the boards have rotted through, but in staff's estimation, probably over 50% and perhaps as much as 75% of the boards are in reasonable condition and simply need to be scraped and painted. Miklo said the material is fairly inexpensive, so it would not be difficult to replace the rotting wood on this barn. He said that in fact some of the upper parts could be salvaged to patch other portions of the barn. Miklo said Wagner felt the greatest condition concern of this barn is its relationship to the ground. Miklo said Wagner felt it would be better to clear some dirt away HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 7 of 10 from it, and ideally, it would be lifted and put on a new concrete slab, which would make it more resistant to weather conditions. Miklo stated that even though there are some condition problems, Wagner felt that this could fairly easily be repaired, given its simple construction technique and materials. Miklo said Wagner thought the biggest expense would be the new concrete. Miklo said that because this is a rental property, a new concrete parking pad would need to be provided anyway, so that would cover much of the expense of repairing this building. Miklo showed other examples, including a barn in the Woodlawn Historic District that was raised and then lowered onto a new concrete foundation and is still in use today. Based on the historical significance of this simple building and its fairly simple construction techniques, Miklo said staff would recommend that the demolition permit be denied and that the building be repaired. He said that at a minimum, the Building Department will require that the rotting lumber be replaced and that the building be scraped and painted. Miklo said the Building Department would not require a new foundation; however, staff would advise that, for the long term, it would be less expensive to do that sort of repair than to build a new garage on the property. Although not a consideration in terms of the Commission's guidelines, Miklo said this is a neighborhood in which the City is encouraging investment and encouraging home ownership. He said that retaining and repairing this barn would add value to this property versus just having a concrete parking pad there. Kacena said he represents the Chudacek Partnership that owns this property. Kacena said he wanted to point out some flaws in the staff report regarding this garage. Kacena said staff feels the barn was likely built at the same time as the house. He presented a photograph from 1915 or 1916 and said that there is a shed in the back yard there, but the roofline of the shed is turned 90 degrees from the way of the garage that is there now. Kacena said there is also what is most likely an outhouse next to it. Kacena said staff indicated the shed was built as a small barn for a horse or for small livestock. Kacena said that on the inside of that shed, there is absolutely no wear and tear from any type of livestock there, including no rubbing up against the framing, and no indication of horses chewing on the boards at all. Kacena said the construction of the building indicates that it was built with used lumber, as there are several different dimensions of lumber in the place. He said that those dimensions were never really certified probably up until the 1960s, if any of the stuff was provided by a local lumber yard. Kacena said that in the photo neither the house nor the shed is roofed with a metal roof. He said the metal roofing obviously has come at a much later point. Kacena said that it is also said that there is also a small loft accessible from the alley there. He stated that there is no loft nor is there any indication that there ever was a loft in there. Kacena said he understands from the owner that the door was cut in there to allow them to put storm windows from the house and the house at 710 there and store them up above the garage. HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 8 of 10 Kacena said he actually believes that there really is not any historic significance to the property and that it is certainly not economically feasible to lift it up and put a new foundation under it. He said the owners are just trying to get some more parking there to bring it up to what the rental codes are going to require there. Corcoran asked what the homeowner believes the cost would be of raising this up. Kacena said he could not get anyone to give him a price on that in a short amount of time. Miklo stated that this is a rental property, so the owners would be required to provide two off- street parking spaces. He said that if this were repaired, then an additional pad would have to be poured. Michaud asked if there is no longer a bay window on the house. Miklo replied that there is still a bay window on the house. Kacena said that the front porch was built later on, and it cuts into the roofline of that. Miklo said the porch was enlarged. Miklo said that a lot of the original roofs in Iowa City were wood shingle, and the standing seam metal roofs came from around 1900 through about 1920. He said the Sanborn maps that show a building in this location date from 1890. Miklo said, in terms of when the house had some remodeling done, the roof and the fact that the barn has a metal roof probably from the same era would indicate that if this wasn't built around the same time as the house. Regardless of the remodeling the house and barn appear to date from around the turn of the century. Agran said it seems that some of things brought up about the provenance of the building are speculative in nature. He said he has worked on a property directly across the street from this house. Agran said there is nothing consistent about the framing of the entire house. He said the lumber is of varied dimensions, and he thinks it was actually built out of repurposed wood from other properties in the neighborhood. Agran said he has been in a lot of other buildings where wood has been reused, so he is not sure that it proves one thing or the other about the age of the building. Regarding the dimensions, Agran said the foundation probably is not original to the building so that at the time the building was constructed, given that picture, it could have been moved or adjusted. He said that in discussing the importance of the building, the things the contractor brings up he is not certain prove one way or the other. Agran said that some of the things Miklo he has brought up prove that, at the very least, if this was not built immediately with the house it was built shortly therefore. He said that it seems to him that the building is undeniably very old. Miklo said that although it is hard to tell from the photograph, this may be the same building that was turned to allow access to the garage. Agran agreed and said that if the building was constructed before it would have been used to house an automobile, the orientation of it along that axis would not have been as important. He said that if the owners were rebuilding the garage to be utilized for a vehicle, it might have been rotated when the concrete floor was poured, although he said that is equally speculative. Miklo said that on the Sanborn map from 1920, one can see another small shed on this property. He said it did show an additional building and showed the location and showed the location of another one as well. Miklo said that there are not any others on the property. In HISTORIC PRESERVATION COMMISSION October 9, 2014 Page 9 of 10 terms of livestock, he said the building might have been used for chickens or geese. Miklo showed a historic photo of the barn next door that has the chicken enclosure right next to it. Kacena said the barn in that photo brings more to mind the property at 710 Davenport Street with that garage there and the other garages to the west of there facing the other direction. MOTION: Michaud moved to deny a certificate of appropriateness for the demolition of the garage at 718 East Davenport Street due to its historic importance in the Goosetown Neighborhood. Agran seconded the motion. The motion to deny carried on a vote of 9-0 (Swaim and Wagner absent). REPORT ON CERTIFICATES ISSUED BY CHAIR AND STAFF: Miklo said he did not have time to put the list together, so he will include it in the next agenda packet. DISCUSSION OF ANNUAL AWARDS PROGRAM: Miklo stated that he. Swaim, Alicia Trimble, Erica Blair from Friends of Historic Preservation and intern, Bailee McClellan, have been preparing for the awards program, which will be held in January. He said that Swaim has asked for volunteers to be on the selection committee to choose the properties to receive awards. Miklo said this involves making note of properties around town or speaking with contractors and painters to find projects that were done in the past year or two that have not yet received awards and then serving on the committee to look at all the nominees to select those worthy of awards based on quality of workmanship, etc. He said the committee would probably meet three or four times before the awards ceremony. Agran, Clore, and Corcoran volunteered to serve on the committee. Miklo said the idea is to reward good work and to promote preservation by showing how to do it. COMMISSION INFORMATION/DISCUSSION: Miklo said that Chery Peterson is now working at the State Historical Society in Des Moines. Michaud asked if there would be an assistant to replace her. Miklo said that at this point a decision about filling that role has not been made. CONSIDERATION OF MINUTES FOR SEPTEMBER 11, 2014: MOTION: Corcoran moved to approve the minutes of the Historic Preservation Commission's September 11, 2014 meeting, as written. Agran seconded the motion. The motion carried on a vote of 9-0 (Swaim and Waqner absent). ADJOURNMENT: The meeting was adjourned at 6:18 p.m. Minutes submitted by Anne Schulte r- 0 CO 0 O O V V Z LLId V- �- LLJ O � V M r N 0 N W Z W CL F" � a O U) D r X x X X X x X X X OLU O X X X X X X X X X - X w r c x p x uj w O0 X X X x LU T x x x X X LLI O LU O LLI O x X X co O0W W)O X X x X X x x x X W O 0 XX LU LU X X LU 0CV) X X X X T" X X x i x x X X i X 0 Cl) 1 Cl) C. N p X X x X X 0 X X X ti CL M X X x i X X X X i X X N cn N X X X x X Lli O X LU O LU 0 N o xi x x xLLI x x x 0 C X i X X X X i x X CU I� to (O f0 h LL7 I- ZZ LO LO a W W 0) N 0) N 0)rn N ZZ N :z rn N Z rn N rn N rn N rn N rn N rn N I- M Cl) Cl) Cl) M M M M Cl) M M H N H YW Y Y = y Y a Qa m a -0 y Z = W Q LL, Q J u. Q w a 0w OC Z d W. O Q Z Q 0 LU Z u n Y Y O O V Q Q C9 x a a m v o vii 3 w Y 11-13-14 IP19 Minutes Human Rights Commission October 21, 2014 — 6 PM Helling Conference Room Preliminary Members Present: Harry Olmstead, Shams Ghoneim, Orville Townsend, Ali Ahmed, Kim Hanrahan, Joe Coulter, Stella Hart. Members Excused: Paul Retish, Andrea Cohen. Staff Present: Stefanie Bowers. Recommendations to Council: No. Call to Order: Olmstead called the meeting to order at 18:00. Consideration of the Minutes from the September 16, 2014 & October 2, 2014 Meeting Dates: Motion Coulter, seconded by Hanrahan. Motion passed 7-0. Motion Townsend, seconded Coulter. Motion passed 7-0. Meeting Business: Change time of November 18 meeting from 6 pm to 6:30 pm. Motion Coulter, seconded by Townsend. Motion passed 7-0. Sponsorship Request from the University of Iowa Center for Human Rights The event is Saturday, November 15 from 8:30-4:30 at the University of Iowa Capital Centre. The event celebrates the 15th anniversary of the University of Iowa Center for Human Rights and also will have a series of panel discussions on The Future of Human Rights in the Academy and the Community. The Commission agreed to offer non -monetary support for this event. Motion Coulter, seconded by Hanrahan. Motion passed. 6-0. Olmstead abstained citing conflict of interest due to serving on the Center for Human Rights Board of Directors and assisting in planning this event. Goal Setting Session This item will be placed on the December agenda for final approval to allow for Retish and Cohen to participate. Waiting until December also allows the Commission to know who its 3 new Commissioners will be for 2015. Human Rights Breakfast The Breakfast is scheduled for Wednesday, October 29 at 7:30 am. The Honorable Jim Leach will be the keynote speaker and 6 awards will be presented to the following: The Council of International Visitors -Jo Butterfield, John Stimmel, Diane Finnerty, Ginny Naso -United Action for Youth, Dr. Christopher Buresh, and Mike Quinlan. Job Fair The Job Fair is scheudled for Thursday, October 30 from 4-6 pm at the Eastdale Plaza. 17 employers are currently registered to attend along with several social service agencies. Public Accommodation Training A training on public accommodation discrimination will be held on Wednesday, November 12 at the Iowa City Public Library from 1-3 pm. Reports: Human Rights Opportunity Fair This event was held on September 17 at the T. Anne Cleary Walkway on the University of Iowa Campus. Mr. Townsend reports it was a nice location to get a flow of students and there was a fair percent of students that stopped by to see what was going on. Defending Migrants' Rights Hart and Cohen met with the Russian guests, who wanted to know what the Human Rights Commission does. Hart and Cohen both said the guests had very good questions. Hart said they were mostly lawyers for immigration and it was a good dialogue with all asking questions of each other with the assistance of two translators. Ghoneim added she met with the same group again at the Law School with Professor Brian Farrell and so she shared some of the topics of the American Civil Liberties Union -Iowa of which Ghoneim is a board member. Education Subcommittee Bowers spoke on behalf of Retish who was unable to attend the Commission meeting. Retish asked that the Commission send a letter to the Iowa City Community School Board (ICCSD) in reference to West High School having a football game on the start of the holiest day for Jewish individuals, Yom Kippur. Retish reported via email that the ICCSD has received calendars informing them of this date and somehow it did not register. Retish believes a letter encouraging ICCSD to be more aware of all religious observances and to be responsible to its students should be sent. Townsend not present for discussion or vote. Townsend had left meeting prior to accept proclamation from Council for 2014 National Disability Employment Awareness Month (October). Motion Coulter, seconded by Ghoneim. Motion passed 6-0. (Townsend not present). The Past, Present, Future: The History of Minorities Views on Law Enforcement Chair Olmstead had read an article in the Daily Iowan about a recent panel discussion in which someone in the article is quoted as saying that "some African-Americans in Johnson County live in fear of the police." Chair Olmstead would like to explore this topic. Bowers thought it might be a good fit for the education committee. This topic was placed on the agenda to see if there was any interest in it. This item will be moved to the November agenda if there is any interest on creating such a program. Building Communities Townsend reported that the Black Voices Project is working with the ICCSD in terms of requesting information concerning its hiring practices. And that as a member of the school board, he is requesting information on the ICCSD's hiring practices to see exactly what the procedure is that they use. One of Townsend's concerns is that some minorities in the school district who have applied for positions but are not selected feel like they do not have a future with the ICCSD and leave. Townsend believes the process needs to reviewed to make sure that the system is fair and that administration is having some input into the selection process to make sure that opportunities to bring a minority on board are not being missed. Commission Hart has been organizing a free and open to the public street harassment bystander intervention training that will be held on November 6 at First Baptist Church. The training will be led by a representative from the Women's Resource and Action Center (WRAC). 2 Coulter reminded Commissioners to read the Equity Report and that it is an important process of this commission. Olmstead mentioned that there will be another screening of Woke Up Black on October 23 at 6:30pm at Phillips Hall on the University of Iowa Campus. Olmstead also noted the City has allocated another $50,000 for curb cuts for sidewalks but this is over a two year period of time. Olmstead said we were all led to believe this was for the next year, but it's actually two years. Olmstead also reported he had gone to the Task Force on Aging concerning the City's lack of compliance with curb cuts for sidewalks, not knowing that the chairperson was a former attorney for the government who took it upon himself to write a letter to the US Attorney's Office. The US Attorney's Office in turn said we will investigate it. The US Attorney's Office contacted Olmstead about it and he provided information on what he knew. Olmstead also reminded Commissioners that the Council said they were going to provide storage shelters for individuals' belongings that are currently homeless and he thinks the commission should remind them of this because winter is coming up pretty quickly. Staff Bowers recently attended a program sponsored by Diversity Focus called Cracking the Code which looked at ways to increase diversity within the workforce. The office is also in the process of selecting an intern for next spring. Bowers also presented to the Chamber Leadership Program recently on civil rights and she and other City staff attended a meeting on Community IDs held by the County within the last month. Adjournment: 19:25 Next Regular Meeting — November 18, 2014 at 6:30 pm. 3 Human Rights Commission ATTENDANCE RECORD YEAR 2013/2014 (Meeting Date) NAME TERM EXP. 11/19/ 13 12/17/ 13 1/21/ 14 2/18/ 14 3/18/ 14 4/29/ 14 5/20/ 14 6/17/ 14 7/15/ 14 8/19/ 14 9/16/ 14 10/2/ 14 10/21/ 14 Ali Ahmed 1/1/17 - - X X O/E O/E O/E X X X O/E X X Orville Townsend, Sr. 1/1/17 X X X X X O/E X X X X X X X Paul Retish 1/1/17 X X X X O/E X X X O/E X O/E X O/E Kim Hanrahan 1/1/15 O/E X X X X X O/E O/E X X X X X Shams Ghoneim 1/1/15 X X O/E X X X X X X X X X X Stella Hart 1/1/15 - - - - - - - X X X O/E X X Jewell Amos 1/1/15 O/E X X X O/E R R R R R R R R Joe D. Coulter 1/1/16 X X X X X X X X O/E X X X X Harry Olmstead 1/1/16 X X X X X X X X X X X X X Andrea Cohen 1/1/16 X X X X O/E X X X X X O/E X O/E KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting --- = No longer a member R = Resignation .19 MINUTES PLANNING AND ZONING COMMISSION OCTOBER 16, 2014 — 7:00 PM — FORMAL EMMA J. HARVAT HALL, CITY HALL PRELIMINARY MEMBERS PRESENT: Carolyn Dyer, Charlie Eastham, Ann Freerks, Paula Swyg a rd , Phoebe Martin, Jodie Theobald, John Thomas MEMBERS ABSENT: None STAFF PRESENT: Bob Miklo, Sara Greenwood-Hektoen, Karen Howard OTHERS PRESENT: Duane Musser; Ted Pacha; Kevin Digmannn; Alicia Trimble; Loren Ingells; Lisa Roberts; Russell Gamin • iii_Alw• HIMAROINDUM The Commission voted 6-1 to recommend approval of an application submitted by Build To Suit for a rezoning of 39.6 acres of property from Interim Development Single Family Residential (ID -RS) zone to Low Density Single -Family (RS -5) zone for 32.34 -acres and to Low Density Multi -Family (RM -12) zone for 7.26 -acres located at 4701 Herbert Hoover Highway subject to a Conditional Zoning Agreement specifying: 1. The owner/developer will be responsible for providing sanitary sewer and water service to this property. 2. The owner/developer will provide a pedestrian access route to the city sidewalk system at the time of development. 3. Development of the RM -12 zone will be in substantial compliance with the concept plan showing townhouse style multi -family buildings with driveway access from a rear lane. 4. Approval of a development plan, including a landscaping plan, exterior building designs, and site plan by the Design Review Committee to ensure Comprehensive Plan policies regarding compatibility with lower density residential properties and appropriate development appearance for an entranceway to the city, will be required prior to approval of a building permit. (REZ14-00015) The Commission voted 7-0 to recommend approval of an application submitted by Noah Kemp for a rezoning of approximately .39 acres of property at 708 S. Riverside Drive from Community Commercial (CC -2) zone to Riverfront Crossings—West Riverfront (RFC -WR) zone and a vacation of approximately 4665 square feet of the Old West Benton Street right-of-way. (REZ14- 00018/VAC 14-00002) The Commission voted 7-0 to recommend approval SUB14-00017, an application submitted by Carter Holdings, LLC for a preliminary plat of Carter Estate, a two -lot with one outlot residential subdivision located east of Camp Cardinal Road and north of Eagle Place. (SUB14-00017) CALL TO ORDER: The meeting was called to order at 7:00 PM. Planning and Zoning Commission October 16, 2014 - Formal Page 2 of 18 PUBLIC DISCUSSION OF A There were none. REZONING -ITE REZ14-00015 Discussion of an application submitted by Build To Suit for a rezoning of 39.6 acres of property from Interim Development Single Family Residential (ID -RS) zone to Low Density Single -Family (RS -5) zone for 32.34 -acres and to Low Density Multi -Family (RM -12) zone for 7.26 -acres located at 4701 Herbert Hoover Highway. Miklo showed images and location maps of the area. The property was annexed into the city earlier in the year and zoned Interim Development Single -Family Residential (ID -RS), a zoning that is given to properties that do not have full access to city infrastructure and services. The applicant is now proposing to zone the northern part Low Density Multifamily Residential (RM -12) and the southern part Low Density Single Family Residential (RS -5). The applicant does have a plan to provide sanitary and sewer and water services to this property. The purpose of the Interim Development Zone (ID) is to provide for areas of managed growth in which agricultural and other non -urban uses of land may continue until such time as the City is able to provide City services and urban development can occur. The Interim Development Zone is the default zoning district, to which all undeveloped areas should be classified until City services are provided. Upon provision of City services, the City or the property owner may initiate rezoning to zones consistent with the Comprehensive Plan, as amended. The applicant proposes to provide sanitary sewer service by installing a sanitary sewer line in the right-of-way in Herbert Hoover Highway, and a lift station near the southeast corner of the property to pump sewage to an existing gravity flow sewer line located in Olde Towne Village approximately 2,500 feet to the west of this property. A water line would also be installed in the County right-of-way. There is a possibility that in the future the applicant may obtain an easement to allow sanitary sewer to gravity flow across the Miller property located to the south east to connect to the trunk located in Stonebridge Estates south of Lower West Branch Road. The proposed RM -12 zoning would allow for high density single family or low density multi- family development. Each dwelling unit is required to have 2700 and 25 sq. ft. per unit or roughly 15 units per acre. Staff does believe that this is in compliance with the comprehensive plan and the northeast district plan which shows a mix of single family, townhouse and small multi -family in this general vicinity of the concept plan. The district plan does show a street on the north side of the St. Patrick's property and shows for some additional townhouses along that street. The applicant's proposal would replace that street with one further to the north and therefore would not have the townhouses which were based on having a single loaded street. The RS -5 zone complies with the comprehensive zoning plan. Which allows for lower density development in the interior of the development. The comprehensive plan requires the inclusion of open space or natural areas into the design of subdivisions. The plan also encourages the use of alleys or rear lanes for higher density areas which this proposed design does include for the townhouses and smaller single family units. In terms of traffic, the metropolitan transportation organization planners did look at the proposed plan and have determined that Herbert Hoover Hwy does have the capacity to handle the traffic from this development. In the long term it will need to be improved to city standards as required Planning and Zoning Commission October 16, 2014 - Formal Page 3 of 18 by subdivision regulations and the developer would be required to contribute to the cost of those improvements at the time of final platting. There are a couple of comments about the concept plan and staff is recommending that the multi -family zoning be tied to this concept plan that if there were any significant changes they would have to come back to the P&Z Commission and City Council for alteration of concept. Staff would not tie the single family part of the plan to the concept plan, it does need a little more work and does not quite comply with the subdivision regulations in terms of block length in a few locations and generally there is more flexibility in how single family subdivisions are laid out so Staff doesn't see the need to tie it to this zoning. Staff recommends approval of REZ14-00015, a proposal to rezone approximately 39.6 acres of property located south of Herbert Hoover Highway from Interim Development Single Family Residential (ID -RS) to Low Density Single Family Residential (RS -5) for 32.34 acres and Low Density Multifamily (RM -12) for 7.26 acres, subject to a Conditional Zoning Agreement stipulating: 1. The owner/developer will be responsible for providing sanitary sewer and water service to this property. 2. The owner/developer will provide a pedestrian access route to the city sidewalk system at the time of development. 3. Development of the RM -12 zone will be in substantial compliance with the concept plan showing townhouse style multi -family buildings with driveway access from a rear lane. 4. Approval of a development plan, including a landscaping plan, exterior building designs, and site plan by the Design Review Committee to ensure Comprehensive Plan policies regarding compatibility with lower density residential properties and appropriate development appearance for an entranceway to the city, will be required prior to approval of a building permit. Freerks asked if the particular layout could be altered and Miklo answered that the multi -family part of the plan would be tied to general conformance with the concept plan, but the single family area would not have to be tied to the concept plan. Eastham asked if it would be possible to do a more grid like street design. Miklo stated there could be one however the current design does have a grid -like pattern and one of the requirements of all subdivisions is street access to adjacent properties. He said when this is platted additional street connections will be required and he showed on the map where the additional streets would need to be placed. Eastham asked about the comprehensive plan requirements about neighborhood park space being within three to four blocks of every residence and asked if the space in the center of this concept is considered green space. Miklo stated that the space between the lots near the center is not public space, it would be private open space maintained by the homeowners association and that does follow the intent of the comprehensive plan of creating open spaces in every subdivision. Eastham asked if the homeowners association could install a playground on this green space and Miklo confirmed that yes, the homeowners association could do with the space as they wish. Planning and Zoning Commission October 16, 2014 - Formal Page 4 of 18 Eastham counts a ratio of about 1/3 townhomes to 2/3 single family dwellings and that seems heavily weighted to single family detached, and questioned if the staff looks at requiring apartment buildings as part of the development along Herbert Hoover Hwy. Miklo showed that the buildings along the highway are small 4 -unit apartment buildings and if you look at the language of the comprehensive plan, the staff feels the plan stresses not concentrating multi- family in any one area making this scale appropriate for the neighborhood, and a good mix of housing. Thomas asked about the lift station and if the applicant would pay for the installation and the city is responsible for the operation and maintenance of the lift station. Miklo confirmed that in the long term that is correct. Thomas asked if there were many lift stations in Iowa City and Miklo replied that it is something the City tries to avoid, but due to topography there are a few lift stations throughout the City. Freerks opened public discussion. Duane Musser (MMS Consultants) came forward representing the applicant Build to Suit. Freerks stated that part of the comprehensive plan compliance states separating sensitive features and questioned the area in the northwest where there is currently a home and large trees and shared concern about preservation of trees in the area. Musser replied that they would try to grade around all the trees possible and pointed out that the intent of the open space in the middle of the development is to preserve as many of the trees in the waterway as possible. Freerks restated concerned about the trees up in the northwest corner and the intentions of the developer for those trees as the current plan shows all those trees to be graded. Musser stated with the multi -family houses along Herbert Hoover Hwy it would be impossible to avoid grading those trees, however there are some single family homes on the concept plan that have been changed to accommodate leaving some of the trees. Musser also stated that they are tied to where the access road to the development can be due to the intersection with Hanks Drive, so some of the trees cannot be saved. Eastham asked about the area shown on the plan as outlots, and asked if all that outlot area is required as result of some sensitive feature. Musser replied that no, there might be some steep slopes, but no sensitive areas. Freerks asked if there would be an evaluation of the sensitive areas once the development begins construction to reassess the sensitive areas and Musser confirmed that yes it would be re-evaluated during platting and construction. Eastham asked if part of the area now shown as an outlot be developed and that northwest corner which does have some magnificent trees be persevered as a local park. Musser felt the outlot would likely not be developed because it was a low area and part of the waterway, but again could not confirm how much of the northwest tree area that could be preserved due to the roadways. Additionally Musser is unsure if the Parks & Recreation Department would want any public park area in the development. Eastham asked why one or two apartment buildings were not part of this plan, Musser stated it was looked at in earlier concepts, however staff did not feel a larger scale building fit into the area, so the applicant chose to go with townhomes in the area instead. The earlier concept had looked at possible 16 unit buildings with underground parking. Also in the current concept there are some zero -lot properties to add to the mix of townhomes and small single family dwellings. Planning and Zoning Commission October 16, 2014 - Formal Page 5 of 18 Thomas asked if the single family was planned for RS -5, and Musser confirmed. Thomas asked if there were discussion of RS -8 or higher single family and Musser stated there was no discussion. Miklo added that the comprehensive plan encourages diversity in housing with townhouses and small apartment buildings located at major intersections, near commercial areas ( there is no commercial in this development) and adjacent to parks and open spaces. Apartment houses are intended to be small in scale and size to fit compatibly with nearby residences and that is what staff used in their guide in terms of this concept. As noted in the staff report several of the corner lots are designed for zero lot lines so staff felt that added to the variety scattered attached housing throughout the neighborhood in compliance with the policies of the comprehensive plan. Freerks closed public discussion. Thomas moved to approve REZ14-00015, a proposal to rezone approximately 39.6 acres of property located south of Herbert Hoover Highway from Interim Development Single Family Residential (ID -RS) to Low Density Single Family Residential (RS -5) for 32.34 acres and Low Density Multifamily (RM -12) for 7.26 acres, subject to a Conditional Zoning Agreement stipulating: 1. The owner/developer will be responsible for providing sanitary sewer and water service to this property. 2. The owner/developer will provide a pedestrian access route to the city sidewalk system at the time of development. 3. Development of the RM -12 zone will be in substantial compliance with the concept plan showing townhouse style multi -family buildings with driveway access from a rear lane. 4. Approval of a development plan, including a landscaping plan, exterior building designs, and site plan by the Design Review Committee to ensure Comprehensive Plan policies regarding compatibility with lower density residential properties and appropriate development appearance for an entranceway to the city, will be required prior to approval of a building permit. Swygard seconded the motion Freerks stated the annexation of this property was discussed a few months ago, and likes the idea of the small multi -family, townhouse -like buildings and feels the development is not unbalanced with others in the area. Freerks shared concern about the integration of the sensitive features, and would like to see thought put into place to maintain the sensitive features as this application moves forward. Overall feels this will be a nice addition to the community. Martin stated disappointment in not being able to keep more of the trees especially in the proximity to the multi -family housing because it would be nice to have some of the open space and some of the existing trees be connected to that area. Thomas stated he liked being explicit with the townhouse concept and how the density is set and thinks townhouses in this area are a good idea. Thomas stated he would prefer the gradient be RS -5, RS -8 or RS -12 and multi -family and would love to see the City discuss the Planning and Zoning Commission October 16, 2014 - Formal Page 6 of 18 issue of traditional neighborhood design and a form based approach to residential developments so there could be more flexibility in terms of how the density is allocated and possibly open up opportunities to transfer some of the development to conserve some natural features. Swygard agreed that there is a lot that can be done with flexibility in some of these neighborhoods that would develop them in a more desirable way but this does comply with the comprehensive plan as far as the size and scale of the buildings. Eastman voiced his concerns about the number of townhomes as part of the zoning plan, although he feels this is a favorable development. Eastman did say he doesn't feel the area zoned for RM -12 townhome or small apartment buildings is quite large enough. There is nearly 40 acres here and only about 7 '/2 are zoned for multi -family. Eastman also stated the development is in the Lemme School area and has FRL ratios that are in the 20% range which is below the district average. There is a provision in the comprehensive plan about income balance and apartment buildings, even units sold in apartment complexes, are lower priced than townhomes or single family dwellings. Eastman feels the comprehensive plan could be interpreted as more in favor of smaller apartment buildings. The other issue is that an additional east/west street would make this more of a grid favorable neighborhood. A vote was taken and the motion carried 6-1 (Eastham voted no). REZ14-00019 Discussion of an application submitted by Hodge Construction for a rezoning of approximately 2.3 acres of land in the 600 block of S. Dubuque Street and the 200 block of Prentiss Street from Community Commercial (CC -2) zone and Intensive Commercial (CI -1) Zone to Riverfront Crossings — Central Crossings (RFC -CX) zone. Howard showed a map of the area and stated that the area to be rezoned is almost an entire city block with the exception of one property located on the alley. The properties that front on Dubuque Street are currently zoned Community Commercial (CC -2) and the properties that abut Ralston Creek and front on Prentiss Street are zoned Intensive Commercial (CI -1). The existing buildings along South Dubuque Street include a small mixed-use building containing commercial space and three apartments, a single family house, three 19th century stone cottages, and a small strip commercial building. All buildings are currently occupied. The properties zoned CI -1 that front on Prentiss Street contain quasi -industrial buildings that contain a wholesale distributor of plumbing supplies. The subject property falls within the Central Crossings Subdistrict of the Riverfront Crossings District and, therefore, the recently adopted form -based zoning code for Riverfront Crossings will apply if the property is rezoned. The applicant has not indicated their plans for redevelopment of the properties. The applicant held a "good neighbor" meeting on October 8, 2014. Current and proposed zoning: The Community Commercial Zone (CC -2) is intended for major retail commercial areas that serve a significant segment of the community population. The maximum building height in the CC -2 Zone is 35 feet. The zone is primarily a commercial zone, but allows upper floor residential uses at a density of approximately 15 units per acre by special exception. Since the area zoned CC -2 is approximately 1 acre, the Planning and Zoning Commission October 16, 2014 - Formal Page 7 of 18 current zoning would allow up to 15 dwelling units. Minimal parking and building setbacks apply, but in this zone parking may be placed between buildings and the street. Unlike the Riverfront Crossings form-based code, a special exception is needed to develop residential in the CC-2 Zone. The CC-2 zone is used in many of the City's outlying commercial areas. There are not any form based standards to indicate where parking or buildings should be located in relation to the street. The Intensive Commercial (CI-1) Zone is intended to provide areas for those sales and service functions and businesses whose operations are typically characterized by I a n d intensive commercial uses that have outdoor storage or work area components, back office functions and wholesale sales businesses that do not require the prime location and visibility necessary for retail commercial uses, and commercial uses with quasi-industrial aspects. Due to the potential for externalities such as noise, dust, and odors from the allowed uses in this zone, residential uses are not allowed in this zone. The Riverfront Crossings form-based zoning for the Central Crossings subdistrict (RFC-CX) would be a significant upzoning. The RFC-CX zone allows for a broad mix of commercial and residential uses, similar to uses allowed in the Central Business Zones. Unlike the CC-2 and CI-1 Zones, the Riverfront Crossings code allows for a variety of building types (Townhouse, Multi-Dwelling, Live- Work Townhouses, Commercial, Mixed-Use, and Liner buildings). Commercial uses are allowed, but not required on the ground-level floor of buildings. Buildings must be located close to and oriented toward the street with entries opening onto an improved streetscape designed to provide a comfortable and attractive environment for pedestrians. The maximum building height in the Central Crossings subdistrict is four stories. Parking must be located behind or within buildings and screened from the sidewalk and the street. Residential density is limited only by building height standards and parking requirements, so a rezoning from CC-2 and CI-1 to RFC-CX could yield a considerable number of residential dwelling units as well as space for commercial uses. The rezoning would have the potential to yield conservatively five times the residential density that the current zoning would allow due to the lower parking requirements in the RFC-CX zone and the absence of a maximum residential density standard. Up to four additional stories may be granted through the bonus provisions, one of which would allow additional height through a transfer of development rights if the existing historic buildings were proposed for preservation. The Riverfront Crossings code will require compliance with the 30-foot minimum setback from Ralston Creek and will require a "Ralston Creek Frontage" as specified in the form-based code for any new buildings constructed on the properties that abut the creek. This means that the area between the creek and the buildings must be configured as a 30 foot-wide pedestrian street. The lower portion of the block is within the floodplain of Ralston Creek, so any residential space must be elevated, making this an appropriate location for residential buildings types with lower level parking that is built to be flood resilient. The Downtown and Riverfront Crossings Master Plan was adopted in January 2013 as an integral part of the City's Comprehensive Plan. The subject property is located in the Central Crossings Subdistrict of Riverfront Crossings. The plan highlights some of the defining features of this subdistrict, including the two rail lines, the historic Rock Is!and Rail Depot, and Ralston Creek. In the long term future the rail lines may provide opportunities for passenger service, both reg i o n a l and local. Planning and Zoning Commission October 16, 2014 - Formal Page 8 of 18 The Riverfront Crossings Master Plan specifically calls out this block for special attention due to its location along Ralston Creek, as noted above, and because of a unique cluster of mid -19th century cottages located along the property's Dubuque Street frontage. To be consistent with the Riverfront Crossings Master Plan, staff feels that a concept should be developed to address the unique features highlighted in the Riverfront Crossings Plan for this particular block. The applicant hasn't submitted a concept plan showing how they would redevelop the properties. Therefore, staff is recommending this rezoning request be deferred until the applicant indicates how they intend to develop the site in compliance with the comprehensive plan. It should be noted that the cottages are not designated as historic landmarks at this point in time although the University of Iowa will be hiring a consultant to complete an historic survey of the buildings in the area as partial mitigation for the upcoming demolition of the former Sabin Elementary School building. The streets and public alley are already in place in this block that will provide for adequate traffic circulation if redevelopment of the subject properties were to occur according to the proposed zoning and the Riverfront Crossings Master Plan. Staff recommends deferral of REZ14-00019, a proposal to rezone approximately 2.3 acres of property located within the 600 block of South Dubuque Street and the 200 block of Prentiss Street from Community Commercial (CC -2) and Intensive Commercial (CI -1) to Riverfront Crossing -Central Crossings (RFC -CX), until the applicant has developed a concept plan for how the property would be redeveloped in a manner consistent with the Riverfront Crossings Master Plan. Eastham asked what time frame staff had in mind for the deferral and Howard answered that it was up to applicant, as they should be given the opportunity to indicate how they will develop the property in a manner that is consistent with the Riverfront Crossings Master Plan. Freerks noted that the application does seem odd that there is not anything substantial submitted with the application upon which to base the rezoning, and more clarification is needed. Eastham ask for confirmation that the staff recommendation is to not change the zoning at this time, and Howard confirmed the deferral is until the applicant shares what the concept is for the property and how the redevelopment of this property would be in compliance with the comprehensive plan. Freerks opened public hearing. Ted Pacha (4848 480th Street SE), owner of the property, explained that he has owned the property for roughly 30 years. He is surprised by the deferral recommendation. He said that due to health issues, he feels he needs to do something with the property. If he were to keep the zoning and property as is, which he has been informed by many that is not best for the City, and does not fit into the Riverfront Crossing plan and he has affidavits stating the problems with the cottages being in disarray. Pacha has had the property appraised, and is paying roughly $30,000 in property taxes per year on the buildings that are currently there and with the rezoning the possibilities could be up to $300,000 in property tax revenue to the City depending on how the property is developed. Pacha approached the Hodge Group for their assistance in the process of rezoning since they have been through this process many times. Pacha said he is surprised that now there is a request for a concept plan. The application does state it will Planning and Zoning Commission October 16, 2014 - Formal Page 9 of 18 follow the master plan of the Riverfront Crossings, but at this time no one has purchased the property so the Hodge Group should not have to go to the expense of drawing up development plans. Pacha would just like to know if it can be rezoned, as it appears it can based on the Riverfront Crossing plan and documents he has seen from the City in the past few years. Pacha met with the City a few months ago to ask for guidance on how to go about this process, and have two options, leave it as is and not do anything or rezone the property and see it developed into what the City sees fit for that area. Pacha stated he would like to address the cottages on the property as they are in terrible shape, structurally poor, foundations are cracking and walls unstable, and as of last summer was not in compliance with current housing codes. So one option would be to demolish the buildings due to their safety issues and that is why this proposal for rezoning has come forward. Once the rezoning is approved, then the Hodge Group can spend the money to create a concept plan for the area. Additionally the creek has been a menace to the properties, and having a sidewalk along the creek is not feasible in the present state of the property. Pacha intends to sell the property as one sale, not two distinct properties, so the creek, sidewalk, and all buildings will be included in the one sale. The developers that Pacha has spoken with agree that is the best way to proceed. Kevin Digmann, applicant with Hodge Construction, showed the aerial site plan and talked through the property features. The building on the far east side, the large oversized building, was included in the rezoning because it was Pacha's property, but the current occupants have a long-term lease and that portion of the property will not be developed for years. Therefore the focus is on the lots that front on Dubuque Street. There is a steep slope on the backside of these lots that cause some challenges to develop on that lot other than doing some underground parking perhaps. Digmann wants to clarify some of what Howard meant with the upzoning of the property, Hodge Group has shared some preliminary design concepts with the City, however there is not a final concept. The goal is to use the form based concept that was put in place in June that is to be followed. This application is not requesting deviation from that plan. In August the City sent out notice of all the property they were rezoning downtown, Hodge has some property in that area and were not asked to submit a plan before that rezoning could take place. Digmann also wanted to discuss the high density, the zones being redone are CB -5 and PRM which are 4-5 story buildings. Additionally there will be plans for the old St. Patrick's lot to hold a building that could possibility be 10-12 stories. This shows a lot of upzoning happening in the downtown area with no one submitting concept plans and that is all this application is also trying to achieve. Once zoning is approved, then they can spend their money on a design concept that will work for the area and the correct zoning, prepare for a building permit request, and conform with the City standards. Freerks stated that the Commission is not asking for full plans but just a concept plan. At this point the Commission does not have enough information to base a decision of rezoning on, and all other applications that have come forward did include a concept plan that ties into how the entire Riverfront Crossing plan will be. The property in question is two acres which is a full city block so it's very important to see how this will integrate with everything else that will be in the area. Digmann stated he did question why the City did not include the Pacha parcel as part of the City's other downtown rezoning application and was told it was too late to be included, and that they should seek rezoning on their own. Digmann is asking for clarification on why those areas can be rezoned without a concept plan, but the Pacha parcel cannot. Planning and Zoning Commission October 16, 2014 - Formal Page 10 of 18 Howard stated they were directed by the City Council to start some of the rezoning of Riverfront Crossing with the south downtown area. In that area, much of the zoning is central business zoning already and a lot of the properties have already been redeveloped. The City did examine the properties in that area and chose to leave out one of the properties from the South Downtown blanket rezoning because there were unique aspects to that property and a need for a new street extension. Since the owner did not have a concept on how it would be developed and how the new street extension would affect that block, the City left that block out of the rezoning. There was consideration of the properties that were rezoned by the City to make sure they followed the master plan and checked if there were anything specific or unique that they needed to be concerned about and felt that area was a good area to start with for rezoning to the Riverfront Crossings zone. In this particular case, the applicant is correct the City wants this area to redevelop according to the Riverfront Crossings Plan and to the Riverfront Crossings code. However, in this particular case the plan calls out this particular block for a number of reasons as being particularly unique. So that is the reason the staff feels that there should be a concept plan presented that shows how the property will be redeveloped to comply with the master plan. Hektoen stated that additional information is necessary to determine if it complies with the Comprehensive Plan because of the features that Howard has highlighted. Eastham asked for clarification from Digmann on what is the front and back of the lot. Digmann stated that the street would be the front because the alley and the drop-off in the back, the property lends itself for a rear entrance, underground parking. Freerks stated that a concept plan would be fair. Swygard questioned Digmann about the staff report stating that a good neighbor meeting was held, and asked for details regarding that meeting. Digmann stated there were 8-10 in attendance, mostly just curious what was going on, not with objections. Alicia Trimble (2232 California Avenue) is the director of the Board for Friends of Historic Preservation, and here tonight on behalf of the Board to ask that this request be deferred until there is a plan for this area and to underscore the importance of the cottages on Dubuque Street. The City Council has recognized for some time that these are important features of Iowa City history and architecture as they have been on the last three plans for this area just like the Tate Arms had been which was recently made a local landmark. The architecture is both significant and unique to Iowa City and looks to date from the late 1850's and early 1860's. They are further unique because they are some of the few remaining vestiges of the near south side as Sabin school will soon be gone. These are some of the few working class cottages left in Iowa City and certainly the last in that area. They do appear to be from the time around the Civil War which is extremely old for buildings in Iowa City especially free standing non - institutional buildings. Most housing from that time, if it does still exist, was incorporated into a large house built over it. These buildings also represent a class we don't have historically represented in Iowa City, the working class has very few buildings left. People who lived in this area tended to be teamsters related to the railroad, some were carpenters, some were bellboys, but their known history is limited among the history of Iowa City and these are important representations of how people during that time lived. Trimble also pointed out there is significant financial incentives for saving historic buildings through tax credits and other means. Friends of Historic Preservation would like to encourage the City that when redevelopment Planning and Zoning Commission October 16, 2014 - Formal Page 11 of 18 occurs and if the cottages are saved, that the density and parking bonuses be granted to the applicant similar to what happened with the Tate Arms. Trimble restated the request that this application be deferred until everyone has a chance to see a plan of what will happen to that area. Loren Ingells (535 E Davenport St) came forward to speak about a couple topics. First the overall view of the river development in that these are very important channeling streets that will be coming into the development and part of a larger neighborhood that still has some remnants that reflect the history of the area. The cottages are important remnants of that but also the house next to it and the one on the corner. There were hotels that were related to the railroad, and the depot making the area a cultural district with cultural resources that are not only a district but individually significant cultural resources. These buildings are unique to the south side and a remnant of a way of living and show the railroads importance to that side of town. Second, Ingells would like to speak to the idea of preservation rather than demolition. It is very simple when someone wants to develop a property the first thing they think about is removal, however there are a lot of ways to approach preservation of properties, and these buildings are easily salvageable. Just because they don't look great right now doesn't mean they aren't important and significant and can't be restored. With tax incentives and various other incentives, he thinks there is potential for saving these buildings as an entryway to a new development and as a cultural resource that will retain the unique character of the area. A deeper look would reveal the potential for these buildings and will shape what that streetscape and the cultural significance of the south side in the future. Pacha stated that in 30 years of owning those buildings he had never heard the City say they liked those buildings but the bottom line is engineers have stated those building could not withstand construction. However Pacha had no idea the cottages were of significance and would like it on the record that if the City would like those three buildings or the historic preservation people want them, they are free for the taking and can be moved from the property. Freerks closed public hearing. Eastham moved that the Commission defer consideration of this item until the next meeting. Freerks stated that there may not be any more information presented by the next meeting. Miklo stated the 45 day period would be up the day after the next scheduled meeting unless the applicant consents to a longer deferral. Thomas seconded the motion to defer consideration of this item unit the next meeting. Eastham stated he was puzzled and is moving to deferring this application because he wants clarification of what the Commission is being asked to do other than the rezoning of the property if these properties are subject to the form based code. What does the Commission need to do to ensure the development is consistent with the Riverfront Crossings master plan? And if those consistencies can be described in three, four, or five conditional zoning agreement provisions. That would seem to be the way to proceed, to describe what needs to be done in addition to what is required in the form based code to comply with the master plan and then the applicant can have his rezoning so he can move forward. Freerks stated that the Commission has consistently asked for specifics because of the Planning and Zoning Commission October 16, 2014 - Formal Page 12 of 18 importance placed especially on areas, corners, and large lots such as this. At this time, Freerks doesn't feel there is enough information to show if it complies with the comprehensive plan because of how the form based code is laid out until the Commission can review something more substantial and therefore will not vote in favor of the rezoning based on four or five provisional notes that might be placed on the agreement. Freerks did state it is key to see what can be done in this area, they need to see a concept plan, and that is in the best interest of the community and the City. The best results are always when the owners and the community come together to see what is possible, what can be done. Freerks stated that Hodge has done some great projects where they have restored buildings, so there are many possibilities. There can be up to four additional floors, there are tax credits, and would urge the applicant to look into the possibilities for the community and the applicant before taking out demolition permits. Martin stated confusion due to the City wanting to see more areas zoned Riverfront Crossing. She understands when it is discussed to tie things into that zoning, but does not understand why it would behoove the Commission to not zone this property as Riverfront Crossing before there is a concept plan. Howard stated it would be beneficial to know more information from the applicant about what the intentions are with regards to complying with the comprehensive plan, and how it relates to those historic structures and Ralston Creek as this block was called out specifically in the master plan for those unique features. Freerks stated those were goals set aside in the comprehensive plan specifically about this lot so to ignore that and to allow anything to happen at this time, and to grant a bonus or benefit to the applicant and allow the rezoning without a concept plan, the Commission will not see a concept plan for the area. This is the time they need to see the plan and take it into consideration because they were called out specifically in the plan as goals. Howard added that in the absence of easy conditions to place on this property staff felt they should give the applicant a chance to identify their thoughts on how they want to develop the property but have not received anything from them. For example the rezoning approved on the west riverfront subdistrict of Riverfront Crossings there were specific and easily quantified conditions that could be placed on the rezoning to comply with the master plan. We knew we needed more space along Riverside Drive for the kind of pedestrian improvements we planned for that area, so a condition was placed on the rezoning that the applicant had to dedicate 10 feet of land along the frontage of the property to widen the pedestrian parkway. That was an easy condition we could put on the zoning at the time, although concept plans were submitted for that property as well. That was the one condition that was called out in the comprehensive plan that wouldn't have been something that the code would have been able to achieve with just the code. That is the issue, when you go through a rezoning property that is your opportunity to look at the uniqueness of each individual site to say is there something special about this that needs to be taken into consideration based on the comprehensive plan vs. just with the zoning rules. The zoning sets rules that apply across the board to lots of different properties. In this situation because staff had not heard from the applicants what their concepts were, we could not determine whether future development would be consistent with the master plan or develop conditions to ensure that it would. Freerks stated the Commission needs to give the applicant the opportunity to state the direction they would like to go. Eastham referred to the application the Commission recommended to rezone to Riverfront Planning and Zoning Commission October 16, 2014 - Formal Page 13 of 18 Crossings designation on Riverside Drive, stating the applicant presented a concept plan for that site, including a building on the site, and the Commission recognized it was a meaningless submission as they would be required to develop that property in compliance with the form based code. Miklo stated the concept plan did show compliance with the master plan and the form based code. Eastham stated with this application there seems to be a concern with the three buildings and their potential historic designation which he would support a conditional zoning provision that includes that possibility as well as something about Ralston Creek improvements. With those provisions the applicant could then proceed with development. In his opinion to approve the rezoning sends a message that the Riverfront Crossing and form based code do not give enough information to allow for development opportunities to developers. Thomas supports staff recommendation and believes these are special conditions and doesn't believe there are many in the Riverfront Crossings area, and therefore is concerned that special conditions are given consideration. The Riverfront Crossings area, in terms of historic area, there is not much there, so there can be made a strong case to try preserve that they can provide incentives to try to encourage that approach and as staff also said there is significant changes with this rezoning so he feels it makes sense to see a concept plan. A vote was taken and the motion to defer this application to the next meeting was carried 7-0. Rezoning / Vacation Item REZ 14-00018/VAC 14-00002 Discussion of an application submitted by Noah Kemp for a rezoning of approximately .39 acres of property at 708 S. Riverside Drive from Community Commercial (CC -2) zone to Riverfront Crossings—West Riverfront (RFC -WR) zone and a vacation of approximately 4665 square feet of the Old West Benton Street right-of-way. Howard presented the location map and handed out the concept plan developed by the applicant, indicating how the property would be redeveloped. The property is currently zoned Community Commercial (CC -2) and is located at the northeast corner of Benton Street and Riverside Drive. The site was formerly home to Professional Muffler until it was destroyed in the tornado of 2006. At the time, the owner, Noah Kemp, intended to rebuild his business on the site. In order to construct a new building and provide adequate parking in compliance with the zoning code, Mr. Kemp acquired a portion of the Old Benton Street right-of-way and a portion of the parking area at Ned Ashton Park from the City. The City retained a 24 -foot wide right-of-way ( Old West Benton Street) in order to access the park and a small parking area at the trailhead. The right- of -way is also used by the adjacent property, Linder Tire, for access to their property. Though Mr. Kemp secured a special exception allowing him to rebuild on the site, he decided soon after to relocate his business to a lot further to the north along Riverside Drive. The special exception expired in 2007, and the lot has remained vacant ever since. Mr. Kemp has an opportunity to sell the property now to a new owner who would like to relocate a business to this property and build a new building on this site in compliance with the Riverfront Crossings zoning. Planning and Zoning Commission October 16, 2014 - Formal Page 14 of 18 The Riverfront Crossings form -based zoning for the West Riverfront subdistrict allows for a broad mix of commercial and residential uses. Unlike the CC -2 Zone, buildings must be oriented toward the street -in the case of a comer lot, this means locating the building toward both Benton Street and Riverside Drive. This application is asking for 10 feet of right-of-way to enhance the pedestrian traffic along Riverside Drive, similar to the rezoning recently approved across the street. There is plenty of right-of-way along Benton Street so there is no need for additional right-of-way along that frontage. There is a concept plan for the redevelopment of the site, basically it's a small commercial building would be built to the corner and the potential builder of the property has looked at the form based code and determine they could build a building that could be in compliance with the form based code with some adjustments because of the small size of the property and its location at that corner. They are amendable to dedicating that 10 ft. of right -away, the building would front on both corners and there would be a small drive thru facility on the east side. We do allow in the Riverfront Crossings code drive thru facilities through exceptions so they would need to comply with those conditions. The second request from the applicant, in order to allow this to comply with the Riverfront Crossings plan, is a vacation of a portion of what is currently the old right-of-way of Old West Benton Street. Howard showed photos of the driveways to this property and adjacent properties and also provides access to a small public parking area for Ned Ashton Park and the trailhead for the Iowa River Corridor Trail. In order to fit the parking on the site for a small commercial building in a manner as shown in the Riverfront Crossings Master Plan we need to vacate a portion of that right-of-way so they have enough room for the head -in parking. Staff has looked at the vacation request and feels the Old West Benton Street right-of-way is not serving any other purpose as far a vehicular movement or traffic circulation other than to access to those three parcels. So as long as that vehicular access is maintained staff feels that a 22 -foot wide public access easement would preserve access for both private properties and the park/trailhead and allow for easier development of the applicant's property according to the Riverfront Crossings Plan. Howard also noted there is a sewer line that runs through the center of the property. If this property is redeveloped that sewer line may need to be moved. There is a sewer easement established into which the sewer line could be moved. Staff recommends approval of REZ14-00009, a proposal to rezone approximately 21,665 square feet of property located at the northeast corner of S. Riverside Drive and W. Benton Street from Community Commercial (CC -2) to Riverfront Crossing -West Riverfront (RFC -WR), subject to a Conditional Zoning Agreement requiring the applicant/owner to dedicate 10 feet of land along the Riverside Drive frontage of the property to the City in order to widen the public right-of-way along Riverside Drive. Staff recommends approval of VAC14-00018, a right-of-way vacation for Old West Benton Street right-of-way adjacent to property, subject to the following conditions: • Rezoning of the property at 708 S. Riverside Drive to Riverfront Crossings West Riverbank Subdistrict; • Conveyance of the 4,665 square foot portion of ROW is concurrent with the redevelopment of the corner property; and • Establishment of a 22 -foot wide public access easement to preserve vehicular access for both private properties and the park and trailhead. Planning and Zoning Commission October 16, 2014 - Formal Page 15 of 18 Swygard asked where the proposed curb cut on West Benton Street would be in relationship to the current curb cut for business right across the street from it, the McDonalds. Howard showed the aerial but stated the exact location hasn't been determined and it would need to be approved by the city engineer based on distance from the bridge and from the corner. Eastham asked if it would be a right exit only onto Benton Street. Howard stated that the city and traffic engineers have looked at the site and they have found it does need to be a right exit only. Miklo also pointed out that the application does require a special exception due to the proposed drive thru and it will go before the Board of Adjustment. Freerks opened public hearing. No one present. Freerks closed public hearing. Martin moved to approve REZ14-00009, a proposal to rezone approximately 21,665 square feet of property located at the northeast corner of S. Riverside Drive and W. Benton Street from Community Commercial (CC -2) to Riverfront Crossings -West Riverfront (RFC -WR), subject to a Conditional Zoning Agreement requiring the applicant/owner to dedicate 10 feet of land along the Riverside Drive frontage of the property to the City in order to widen the public right-of-way along Riverside Drive. Additionally Martin moved to approve VAC14-00018, a right-of-way vacation for Old West Benton Street right-of-way adjacent to property, subject to the following conditions: • Rezoning of the property at 708 S. Riverside Drive to Riverfront Crossings West Riverbank Subdistrict; • Conveyance of the 4,665 square foot portion of ROW is concurrent with the redevelopment of the corner property; and • Establishment of a 22 foot public easement to preserve vehicular access for both private properties and the park and trailhead. Eastham seconded. Freerks noted this lot has been vacant for almost a decade it will be nice to see something established there. Swygard stated this improvement will also create a view corridor to the river which is another positive. A vote was taken and the motion carried 7-0. Development Item SUB14-00017 Discussion of an application submitted by Carter Holding, LLC for a preliminary plat of Carter Planning and Zoning Commission October 16, 2014 - Formal Page 16 of 18 Estate, a Not and 1 outlot, 19.10 acre residential subdivision located east of Camp Cardinal Road, north of Eagle Place and Meadow Lark Drive. Hektoen recused herself as her husband is working for the developer on this subdivision. Hektoen stated if the Commission needs legal counsel on this item, please defer until the next meeting and another city attorney will be present to assist at that meeting. Miklo presented the staff report. This area was set aside as an outlet for future development at the time of the development of Cardinal Ridge Subdivision. He showed an aerial photo showing the relationship of the outlot to the Cardinal Ridge Subdivision. It is a heavily wooded lot with a pond and fairly steep slopes. What is proposed is a two lot subdivision that would allow two houses to be built. The majority of the sensitive areas, the woodlands and steep slopes and pond, would be set aside and preserved. There is a no build area identified on the subdivision plat and a portion of that would be set aside as an outlot to be dedicated to the larger homeowners association. The two house lots would share a common drive back to Camp Cardinal Road. They are odd shape lots, the subdivision code discourages this however given the sensitive areas of this plat, staff feel a justification can be made. The subdivision fees, the open neighborhood fees and stormwater management were all addressed when the larger subdivision was approved years ago. Staff recommends approval of SUB14-00017; an application submitted by Carter Holdings, LLC for a preliminary plat of Carter Estate, a two -lot with one outlot residential subdivision located east of Camp Cardinal Road and north of Eagle Place. Eastham asked about the emergency vehicle turnaround only for one of the houses, but not the other. Miklo confirmed that the Fire Department review turn around and found that it will be adequate to serve both lots. Freerks opened public discussion. Duane Musser, MMS Consultants representing the applicant stepped forward. There were no questions for Musser. Lisa Roberts (878 Kennedy Pkwy) stated her family bought their property in July and the draw for their new home was the wooded area. She was shocked and worried when she received notice a week ago of this new proposed subdivision as her house is one of the ones the outlot backs up to. Roberts wants to clarify the tree lines will be protected and wants assurances that trees will be preserved on both sides of the ravine. Additionally wants assurance that waterways and drainage will be protected. Roberts would also like to know who owns the property now and what are the future plans for development and whether that would infringe the area and are more houses to be built in the area. Russell Gamin (878 Kennedy Pkwy) asked why there was no good neighbor meeting held with respect to this initiative. Freerks answered that some time ago the Commission requested that the good neighbor meetings be a requirement for rezonings rather than just a policy, but it was not passed by City Council so it's just an option for the applicant, but not a requirement, but it is put in the staff report so the Commission knows if it was held or not. Miklo answered the questions on the future plans for development and showed areas on the Planning and Zoning Commission October 16, 2014 - Formal Page 17 of 18 aerial plat of future developments. He showed the area that would be maintained as a private outlot area maintained by the homeowners association and there would be no further development other than the two houses proposed. In terms of the steep slopes and woodlands, the vast majority would be set aside in Outlot A and even a large portion on the two buildable lots will be set aside as a no build area. Freerks closed public discussion. Eastham moved to approve SUB14-00017, an application submitted by Carter Holdings, LLC for a preliminary plat of Carter Estate, a two -lot with one outlot residential subdivision located east of Camp Cardinal Road and north of Eagle Place. Dyer seconded the motion. The motion carried 7-0. Consideration of Meeting Minutes: October 2, 2014 Swygard moved to approve the meeting minutes with corrections, Eastham seconded and the motion carried 7-0. PLANNING AND ZONING INFORMATION: Miklo reported on the success of the South District community meeting with about 80 attending. Eastham stated that they talked about revising the exemption part of the sensitive area ordinance. Miklo stated that the Council has put that on the list as well and it will be reviewed sometime next year after completion of the South District Plan. ADJOURNMENT: Eastham moved to adjourn. Thomas seconded. Motion carried 7-0. 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Bryk seconded the motion. Motion passed 5:0. MOTION: Nusser moved that a resolution be approved by City Council to approve the authorization of the Mayor to execute a letter of interest to the Bloomberg Philanthropies to request funding from the Public Art Challenge Grant. Bryk seconded the motion. Motion passed 5:0. CALL TO ORDER Meeting called to order at 3:31 pm. PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA No new business. CONSIDERATION OF THE MINUTES OF THE JULY 17TH, 2014 MEETING MOTION: Moran moved to approve the July 17th, 2014 meeting. Pusack seconded. Motion passed 5:0. OUR TOWN GRANT APPLICATION- NATIONAL ENDOWMENT FOR THE ARTS Engelbrecht then moved to the discussion of the Our Town Grant. Bollinger explained the grant and then process to the commission. (Tracy Hightshoe arrived @ 3:40 who Bollinger introduced to the commission as the newly appointed Neighborhood Services Coordinator.) The commission discussed the different focus areas and what the possibilities are for the grant. Moran asked if the grant would fund bricks and mortar and Bollinger responded that it will not. Engelbrecht stated that the grant would fund asset mapping and assessing the needs of community art organizations. Bollinger then stated that the Public Art Advisory Commission needs to make a recommendation to the City Council to authorize the City be an applicant along with Summer of the Arts for this application. Bollinger also stated that this is a cooperative venture with the University and Nick Benson from the Iowa Initiative for Sustainable Communities office. She reminded the commission that Benson had explained what their role might be in such a project at the last meeting in July. Bollinger also stated that the grants would be written by Loyce Arthur, an art professor at the University of Iowa and Lisa Barnes, Director for the Summer of the Arts. Nusser then asked what creative place -making is. Engelbrecht responded by saying that it is essentially striving for vibrancy through cultural offerings and further explained that it is what gives a place a certain livelihood that is unique. Nusser then asked what asset mapping or inventorying is. Engelbrecht also responded by saying that it is essentially meeting with local artists and asking what they need by conducting surveys and town hall meetings to get a sense for what they need and want and how they meet the needs of the public. Nusser and Bryk asked additional questions. Nusser asked what exactly the Commissions role in this would be with the motion to City Council. Bollinger then stated that the Commission would like be involved in some decision making and provided updates regarding activities related to the grant. MOTION: Nusser moved to recommend to the City Council for the City of Iowa City to co -apply with the Summer of the Arts for this Our Town Grant funded by the National Endowment for the Arts (NEA). Bryk seconded the motion. Motion passed 5:0. THE PUBLIC ART CHALLENGE- BLOOMBERG PHILANTHROPIES Bollinger then explained some of the specifics of the Public Art Challenge grant and how it came into being. She stated that the biggest part of this grant is to support events that the public can participate in. She stated that Summer of the Arts is interested in supporting Latino Fest and Soul Fest. Bollinger stated that Soul Fest has been supported by Hancher in the past and that that does not seem likely to continue. Moran asked if this would again need a recommendation to write a co -application with the Summer of the Arts. Bollinger stated no, that it would actually have to be a "letter of interest" from the Mayor. Bryk stated that Soul Fest is one of the very few such festivals and that that my give Iowa City and advantage. Nusser then asked more about the specifics of this grant and how it works. The commission then further discussed the possibility of a Latino Fest and agrees that it would be a great opportunity for the community. MOTION: Nusser moved that a resolution be approved by City Council to approve the authorization of the Mayor to execute a letter of interest to the Bloomberg Philanthropies to request funding from the Public Art Challenge Grant. Bryk seconded the motion. Motion passed 5:0. REQUEST FOR FUNDING FOR INSTALLATION OF "I AM. I WILL. I'M AFRAID.' UNITED ACTION FOR YOUTH Engelbrecht then brought the Commission's attention to the Mickey Hampton from the United Action for Youth. Mickey Hampton introduced herself as the Arts Coordinator and the Academic Coordinator and she also stated that she does a lot of work at City High. She stated that they worked with a nationally known artist from Brooklyn on this project and in each community the project looks a little bit different. In our community she worked with 12 youth in grades 9-12 in various schools and from varying backgrounds. She then worked on writing with them as well as drawing and then superimposed them to come with an image. Hampton then showed the Commission the image. She stated that the opportunity of this project is that it brings up the voices of those who are not often heard. She stated that she has come to Commission for their financial and community support to display the image in a way that would be available to everyone. Hampton then stated that she did have an estimated cost for displaying the image. She stated that in one of the other communities this artist worked in, a 12'x16' banner cost $700 and for a 7'x10' was about $500. Hampton also stated that it would be important to also include a description of the background for the project. Nusser asked if there was a location in mind. Hampton stated that she had a few different places in mind but nothing was set in stone. Bryk then asked how long it would be installed. Hampton stated that it could be temporary or permanent. The commission then further discussed this project with Hampton. MOTION: Moran moved that the committee commit to funding up to $1,000 of the project. Nusser seconded the motion. Motion passed 5:0. ;gZI07_%1* Bollinger spoke about the Century Link building in that they have given permission to allow artwork to be installed on the walls of their building at the southeast corner of Burlington and Linn. The project would be funded through the existing streetscape fund. Bollinger stated that it is all in preliminary stages but that she would keep the commission updated. The Pedestrian Mall Streetscape Art project was discussed next. Bollinger explained what the process has been up until now. Bollinger stated that there were a total of 26 responses to the RFQ which has been pared down to three applicants. She stated that the committee formed had spoken with the three applicants over the phone, on Skype, and in person. The next step is to hold a public open house with each of the artists. Bollinger stated that on Friday, November 7th at 4:00 pm, Vito Acconci would be in Iowa City for a public open house. Bollinger stated that Hans Breder was another artist that was selected and the public open house is scheduled for Friday, November 21 st at 2:00 PM. She also stated that the third artist is Cecile Balmond. Bollinger stated that the public open house for Balmond has not yet been scheduled but will tentatively occur in early December. OTHER No other news. ADJOURNMENT Moran motioned and Nusser seconded a motion to adjourn at 4:38 PM. 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