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HomeMy WebLinkAbout2016-01-07 Info Packet�� tw �► VIII � ►� CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY www.icgov.org January 7, 2016 IPI Council Tentative Meeting Schedule JANUARY 9 WORK SESSION IP2 Work Session Agenda JANUARY 11 WORK SESSION IP3 Work Session Agenda JANUARY 14 WORK SESSION IP4 Work Session Agenda IP5 Copy of November 30 Strategic Planning Report MISCELLANEOUS IP6 Copy of August 2015 memo from Sustainability Coordinator: STAR Community Rating System update IP7 Information on STAR Community Rating System IP8 Memo from City Clerk: KXIC Radio Show IP9 Memo from City Clerk: Joint Meeting Agenda Items for January 25 IP10 Article from City Manager: Diversity Programs Are Failing Minorities. Here's A Better Way. IP11 Article from City Manager: Real Estate Giant - Suburban Office Parks Increasingly Obsolete IP12 Article from City Manager: Branstad open to collecting data on police stops IP13 Flyer from Mayor Pro tem Botchway: Martin Luther King celebration — Bethel African Methodist Episcopal Church IP14 Flyer from Mayor Pro tem Botchway: Black Workers' Conference IP15 Memo from Finance Dir.: Quarterly Financial Summary for Period Ending September 30, 2015 IP16 Letter from Mediacom: Program changes January 7, 2016 Information Packet (continued) 2 IP17 Copy of letter from Schenker, Inc: Notice of Mass Layoff IP18 Flyer: What's at The Center for you? 35th Anniversary Open House IP19 Civil Services Entrance Examination —Maintenance Operator —Wastewater IP20 Article from Council Member Mims: A tribute to Matt Hayek DRAFT MINUTES IP21 Human Rights Commission: December 15 r City Council Tentative Meeting Schedule - - ^, Subject to change 'P1 Aw=041 0 CITY OF IOWA CITY January 7, 2016 Date Time Meeting Location Saturday, January 9, 2016 8AM-4PM Special Work Session (Dept. Budget) Emma J. Harvat Hall Monday, January 11, 2016 1-7:00 PM Special Work Session (CIP Budget) Emma J. Harvat Hall Thursday, January 14, 2016 5:00 PM Special Work Session Emma J. Harvat Hall (Budget & Strategic Planning) Tuesday, January 19, 2016 5:00 PM Conference Board Meeting Emma J. Harvat Hall Work Session 7:00 PM Formal Meeting Monday, January 25, 2016 4:00 PM Reception TBA 4:30 PM Joint Public Entities Meeting North Liberty Tuesday, February 2, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, February 16, 2016 5:00 PM Conference Board Meeting Emma J. Harvat Hall Work Session 7:00 PM Formal Meeting Tuesday, March 1, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, March 15, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, April 5, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, April 19, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, May 3, 2016 5:00 PM Work Session Emma J. Harvat Hall Formal Meeting 1�® I r 1 - - �=.d� IP2 CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www. icgov.org City Council BUDGET Work Session Agenda Saturday, January 9, 2016 Emma J. Harvat Hall - City Hall 410 E. Washington Street 8:00 AM * 8:00 Budget Overview and Highlights -City Manager's Office & Finance 9:30 BREAK General Government Program Budgets: City Attorney City Clerk City Manager Finance Public Safety Program Budgets: (1 hour) Police Department Fire Department Culture & Leisure Program Budgets: (1 hour) Library Parks & Recreation Senior Center 12:00 Noon LUNCH 1:00 Community & Economic Development Program Budgets: (1 hour) Neighborhood Development Services Metropolitan Planning Organizations of Johnson County (MPOJC) 3:00 BREAK Business -type Funds: (1 hour) Transportation & Resource Management Services Airport Public Works Program Budgets: (1 hour) 5:00 Discussion wrap-up; Scheduled ending time *Times noted are estimates � r 1 - - IP3 �► +� �I®ice 1 CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org City Council BUDGET Work Session Agenda Monday, January 11, 2016 Emma J. Harvat Hall - City Hall 410 E. Washington Street 1:00 PM * 1:00 Review of Saturday's work session 1:30 Capital Improvement Projects [CIP] (2 hours) 3:30 BREAK Discussion wrap-up 7:00 Scheduled ending time *Times noted are estimates IP4 It CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org City Council Work Session Agenda January 14, 2016 Emma J. Harvat Hall - City Hall 410 E. Washington Street 5:00 PM Budget Discussion • Strategic Planning Discussion City of Iowa City, Iowa Strategic Planning Report November 30, 2015 Mayor: Matt Hayek (out -going) City Council: Susan Mims Terry Dickens Jim Throgmorton Kingsley Botchway II Dr. Rick Dobyns (out -going) Michelle Payne (out -going) Rockne Cole (in -coming) Pauline Taylor (in -coming) John Thomas (in -coming) City Staff City Manager Tom Markus Assistant City Manager Geoff Fruin Assistant to the City Manager Simon Andrew City Clerk Marian Karr City Attorney Eleanor Dilkes Facilitated by: Jeff Schott Institute of Public Affairs University of Iowa City of Iowa City, Iowa Strategic Planning Report November 30, 2015 Mayor: Matt Hayek (out -going) City Council: Susan Mims Terry Dickens Jim T n ey Bothchway n Mi elle Payne (out-goi Roce Cole (in-com' Paulin Taylor (in -c John T mas (in- omir City M g Assistant ty M, AssistanItyAttorney City n Clerk om Markus er Geoff Fruin 1 er Simon Andrew tri Karr Pan Dilkes Facilitated by: Jeff Schott Institute of Public Affairs University of Iowa IP5 1 f)r/CITY OF IOWA CITY, IOWA Ccu�_ STRATEGIC PLANNING SESSION 2015 TABLE OF CONTENTS Introduction........................................................................................Page 3 Strategic Planning Work Session ........................................................Page 3 Major City Accomplishments............................................................ Page 4 Issues, Concerns, Trends, and Opportunities.............................................Page 7 FY 16-17 On -Going City Commitments/Obligations..................................................................Page 10 2016- 17 Strategic Focus Areas and New Priority Projects, Programs, Policies and Initiatives .................................................................................................Page 11 FinalComments....................................................................................................Page 12 2 CITY OF IOWA CITY IOWA Opp STRATEGIC PLANNING SESSION 2015 Introduction The City of Iowa City requested the Institute of Public Affairs (IPA) to assist the city with goal setting. IPA agreed to organize and facilitate a process that involved the following steps: 1. Prepare and tabulate the results of a pre -session questionnaire completed by strategic planning participants to identify recent major city accomplishments, issues/trends/concerns, and potential new initiatives/programs/policies. 2. Conduct a preliminary session with department/division heads 3. Conduct strategic planning session with the elected officials. 4. Preparation of this final report. Strategic Planning Work Session City Council Members and the Mayor held a strategic planning work session conducted by the IPA on November 30, 2015. In attendance and participating at this meeting were Mayor Matt Hayek (out -going), City Council Members Susan Mims, Terry Dickens, Jim Throgmorton, Kingsley Botchway II, Dr. Rick Dobyns (out -going), and in -coming Council Members Rockne Cole, Pauline Taylor, and John Thomas. Also in attendance and participating in this session were City Manager Tom Markus, City Clerk Marian Karr, City Attorney Eleanor Dilkes, Assistant City Manager Geoff Fruin, Assistant to the City Manager Simon Andrew, Finance Director Dennis Bockenstedt, and Public Works Director Ron Knoche A preliminary session was held with Department/Division Directors on October 28, 2015, for the purpose of providing staff input into the strategic planning process. In attendance and participating in this session were Economic Development Coordinator Wendy Ford, Airport Operations Manager Michael Tharp, City Clerk Marian Karr, Public Works Director Ron Knoche, Library Director Susan Craig, Assistant City Manager and Acting Parks and Recreation Director Geoff Fruin, Assistant to the City Manager Simon Andrew, City Attorney Eleanor Dilkes, Police Captain Doug Hart, Fire Chief John Grier, Transportation and Resource Management Director Chris O'Brien, Senior Center Coordinator Linda Kopping, Equity Director Stefanie Bowers, Finance Director Dennis Bockenstedt, Human Resources Administrator Karen Jennings, Neighborhood and Development Services Director Doug Boothroy, Communications Coordinator Shannon McMahon, Management Intern Ian Korpel, ICMA Fellows Soytavanh Mienmany and Margaretta Christita and City Manager Tom Markus. 3 Maior Accomplishments The following items were identified by participants as major accomplishments by the City during the strategic planning process. In November of 2015 the City published a formal Strategic Plan Final Report that contains a more complete listing of the major accomplishments in each of the strategic plan priority areas. A copy of this report can be obtained by contacting the City Clerk's Office or by visiting www.icgov.org/strategicplan. Economic Development • Riverfront Crossing planning o Adoption of Form Based Code o Inclusionary zoning progress • Context -sensitive development in Downtown Planning District • Northside Commons development • MidWestOne Bank office building • Assistance to bring Meta Communications downtown • Rezonings for new elementary schools, new UI School of Music and Art School, HyVee on N. Dodge, old Hartwig Motors location, Court/Linn, College/Gilbert • Selected preferred developer for Court and Linn St. project • Completed action on the Iowa City Marketplace (Lucky's, etc. at Sycamore Mall) • Revised City's Economic Development Policy • Supported economic development in all corners of the city • Made Iowa City competitive with neighboring communities • Brought attention to inequities that hurt Iowa City - county funding, poaching from neighbors, school district spending, regional issues, etc. Urban Core • Approval of Chauncey development • Completed Downtown Streetscape Plan • Downtown District initiatives • Vibrant downtown and effective collaboration with Downtown Business District Finance and Budget • Continuation of strong financial position and Aaa bond rating • Merger, reorganization, cross -training of city departments and staff • Took proactive action to plan for looming financial crisis due to tax reform • Dropped property tax levy 4 years straight with a Sth year anticipated • Cut costs for city through natural attrition in personnel, made our operations more nimble 4 Healthy Neighborhoods ���--���""" • Pc) Goosetown/Horace Mann Conservation District • Updated the housing code • Continuation of the UniverCity Housing Program • Undertook multiple initiatives to strengthen core neighborhoods Communications and Marketing • City Council listening posts • Continued work on racial issues and establishment of City Manager/Staff meetings with community representatives • Received Equity Reports • Created and received report from the Ad Hoc Committee on Senior Services • Strengthened ties with UI leadership • Maintained effective lobbying relationships in Des Moines • Pushed ICCSD for balance and equity and lobbied for better collaboration • Updated website Other Accomplishments: City Operations and Facilities • Revised the Purchasing Policy • Streamlined permits • Joint -use agreement for Alexander Elementary School • Continuing City's agreement with National Development Council • Providing $388,000 to 1105 Project • Coordination and Cooperation with the County on Community ID cards • Charter review • Completed new South District Plan • Completed lease -purchase agreement for Harrison St. project • Working with amazing city staff • Wage theft resolution • Minimum wage • New Animal Shelter • Difficult decision about three cottages on S. Dubuque • Supported City Manager's work with succession planning at department level and other key positions • Made City Hall more customer friendly and responsive 5 Infrastructure • Design work on Gateway project • Various flood prevention projects • Completed construction of West Side Levee • Rocky Shore Pump Station project complete • Completion of Moss Ridge Road • Completed improvements to Lower Muscatine Rd and started improvements on S. Sycamore Dr. • First Ave grade separation project • Made key investments in public infrastructure Parks and Recreation • Ryerson Woods dedicated as State Preserve • Preservation of Ashton House and Tate Arms • Purchase of Chadek Green Public Safetv • Procurement and use of body cameras for police officers Other • BlueZones Project: Observations and Recommendations: The Built Environment • Support of Winter Homeless Shelter • MERGE T Issues, Concerns, Trends and Opportunities The following were identified as issues, concerns, trends, and opportunities that may affect future city services, policies, finances or operations as related to the 2016-17 Strategic Planning Council Priorities: Economic Development • Potential loss of business and development by not staying competitive in our market • Assuring business and development community that Iowa City government is still committed to working cooperatively on economic development projects • Riverfront Crossing development plans • Coralville and North Liberty offer opportunities that appeal to a significant fraction of businesses and residents in the region - aggressive use of TIF • Form Based Code provides too many incentives for excessively concentrated high-rise development • Return to Iowa City's reputation as anti -business - whether perceived or real - and the loss of tax base and population to the suburbs Urban Core • Loss and lack of affordable residential/commercial properties in general Downtown area Healthy Neighborhoods • On-going threats to historic properties and neighborhoods • Need for affordable, diverse housing • Joint -use agreements with the ICCSD to strengthen neighborhood identity and provide social and recreational opportunities, especially for lower income youth Structures and streets in older core neighborhoods continue to deteriorate with age o Schools in older core neighborhoods are continually faced with possibility of closing o Two processes can jointly lead to downward spiral for the neighborhoods Finance and Budget • Decrease in revenue from property taxes due to state legislation o Maintaining financial strength and stability in light of state property tax reform, including Aaa bond rating • Shrinking tax base - University Risk of overspending, failure to watch budget carefully as revenue streams drop Communications and Marketing • Lose the word "transparency" - already exists • Lack of voters -15% turnout, shameful 7 / f • Need for greater accessibility, accountability l • Current lack of citizen engagement • Ensure that development enhances Iowa City's "sense of place" and enjoys community support by being sensitive to the scale and character -defining elements of the surrounding context • Addressing issues of racial disparity • Eliminate the disconnect from city government of lower income and non- English speaking residents • Difficulty for newcomers - people of color and non-English speaking, to feel connected with and welcomed by larger Iowa City community/finding rewarding employment • Risk that we alienate UI leadership just as Herrald administration gets going • Risk that IC's attitude toward UI leadership will damage Ul's relationship with IC and could help the suburbs - including impact of new UI facilities on economic development • Failure to maintain advocacy with ICCSD to promote equity and balance - quality and quantity of buildings, student population demographics, etc. - risk of middle class flight from IC Other Issues, Concerns, Trends, Opportunities City Operations /Facilities • Loss of key staff - retirement and frustration • Increase of demand for city services • Diversity in city staff, boards and commissions, businesses • Transit issues • Loss of our recently -developed reputation for good customer service • Alienation of internal city staff if proper balance between council and city manager's office is not respected Infrastructure • Ensure that streets live up to their potential as important elements of the public realm • Maintenance/upkeep of infrastructure (roads, sidewalks and curb cuts) • Concern for car/pedestrian/bicycle safety • Implementation of Complete Streets Parks and Recreation - - - - - - - - • Promote active mobility (i.e., walking and bicycling) and address environmental concerns • Ensure that parks live up to their potential as important elements of the public realm Public Safetv • Disproportionate contact with people of color Aa Other • Increased risk of weather-related events (e.g., floods, drought) on land use, food production, etc. • Ensuring that development will be economically sustainable • Need for more space for the homeless shelter • Disproportionality - increase • Regionalism W FY 2016-17 On -Going City Commitments/Obligations The participants identified the flowing significant programs and projects currently underway or otherwise committed to or obligated by the City Council: • 1St Avenue grade separation/railroad crossing project • Harrison St parking ramp lease -purchase agreement • Gateway project • Riverfront Crossing Park • Washington St reconstruction • Continue economic development programs • Continued investment in Towncrest • Development agreements: o Chauncey development o Riverside West o Iowa City Marketplace o Sabin condos o Court -Linn o Hilton Garden Inn • Infrastructure projects for new school construction • Preparation of ordinance regarding downtown waste management and alley maintenance • Make a decision regarding road diets and one-way streets in downtown • Continue infrastructure improvement program for designated neighborhoods • Continue conversations about how to grow population and housing so that all are welcome • Racial equity initiatives - employment, leadership, DMC, schools/neighborhood balance, businesses • Develop Lower City Park master plan • Support and promote expansion of UniverCity • Continue to address downtown security issues • Continue to monitor impact of relocation resulting from gentrification projects • Historic preservation initiative to identify and designate historically significant properties and neighborhoods • Evaluate transit system 10 a h 2016- 17 Strategic Focus Areas and New Prioritv Proiects, Programs, Policies and Initiatives After review and discussion, the City Council identified the following as their strategic planning focus areas for 2015-16: • Strategic Economic Development Activities • A Strong Residential and Commercial Urban Core • Healthy Neighborhoods • A Solid Financial Foundation • Enhanced Community Engagement and Intergovernmental Relations • Sustainability • Social Justice, Racial Equity and Inclusivity As in previous years, staff will prepare an Action Plan for the purpose of tracking progress within each of the focus areas. The Action Plan will be updated and shared with the City Council every three or four months through the planning cycle. During the strategic planning session, the City Council identified several new initiatives that will be combined with on-going commitments and incorporated into the new Action Plan for 2015-16. Those new initiatives include: Economic Development • Identify how the City and local partners can effectively market and grow the local foods economy • Develop an economic development plan for Iowa City Marketplace region • Review the City's TIF policy • Work closely with the University of Iowa on future facilities and economic development opportunities, especially in Riverfront Crossings Healthy Neighborhoods • Consider amending the City's annexation policy to require the provision of affordable housing in residential areas • Incrementally repair, thicken and improve pre -1950 core neighborhoods through infrastructure upgrades and appropriate neighborhood -scaled private development • Evaluate the implementation of a Form Based Code in other parts of the community • Develop strategies to promote the establishment of neighborhood associations FinancelBudget • Evaluate alternative revenue sources in response to potential impacts of the 2013 state property tax reform Communications and Marketinc • Meet regularly with ICCSD, Board of Supervisors and local units of government, to discuss policy issues of mutual concern 11 Support the ICCSD's bond referendum efforts in 2017 z a Consider televising Council work sessions Sustainability • Raise Iowa City's bicycle -friendly status from Silver to Gold Evaluate a plastic bag policy Create an ad-hoc Climate Change Response Task Force, establish a 2030 carbon emission reduction goal, and determine the most cost-effective ways of achieving the goal Social Justice, Racial Equity and InclusivitX • Evaluate use of a racial/socioeconomic equity review tool kit • Work closely with ICCSD, Kirkwood Community College, Iowa Works, and others to explore the feasibility of an industrial arts/crafts facility in SE Iowa City • Consider a permanent location for a winter homeless shelter and support the Housing First initiative • Evaluate making significant changes in the City Council committee structure including the possibility of new committees to review policies related to sustainability and social justice. Final Comments It was a pleasure to again assist the City of Iowa City with this strategic planning process. I continue to be extremely impressed with the level of commitment, cooperation and positive attitudes demonstrated by all the elected officials and department/division directors. Jeff Schott Institute of Public Affairs University of Iowa December 4, 2015 12 ��r=•a � lu t h CITY OF IOWA CITY L.L6.j MEMORANDUM Date: August 6, 2015 To: Tom Markus, City Manager From: Brenda Nations, Sustainability Coordinator Re: STAR Community Rating System update Introduction: In March, the City of Iowa City joined the 2015 Spring Leadership Program, a one-year program designed to work through the STAR Community Rating System (www.starcommunities.org). The STAR Community Rating System is the first national certification program designed for use by local governments to identify and validate implementation of best practices in creating sustainable communities. Sustainable communities promote not only a healthy environment but also a strong economy and well-being for all residents, now and for future generations. The STAR Program will provide analysis of the Iowa City community by assessing more than 500 quantitative and qualitative metrics. The program is a robust framework developed over a four year period by more than 200 experts and local government representatives. There are forty-four objectives in seven goal areas covered in STAR, shown in the table below. Background: The importance of sustainability was established as a focus of the City Council's strategic plan. The City published the Iowa City Sustainability Assessment in 2013, which documented five year trends of 59 indicators and compared those trends with Iowa and U.S. data. The STAR Rating System was released after the Sustainability Assessment was EDUCATION, ECONOMY& EQUITY & HEALTH & NATURAL INNOVATION ,. ARTS & COMMUNITY EMPOWERMENTPROCESS Business Ambient Noise Climate Arts & Civic Green Best Practices Retention & Active Living & Light Adaptation Culture Engagement infrastructure 8 Processes Development Community Greenhouse Green Community Community Civil &Human Health & Invasive Exemplary Water Systems Gas Market Cohesion Rights Health Species Performance mitigation Development System Education Compact& Emergency Natural Greening the Local Opportunity Environmental Local Complete Prevention& Resource Energy Supply Economy & Justice Innovation Communities Attainment Response Protection Industrial Quality lobs Equitable Regional Housing Sector & Historic Services & Food Access Outdoor Air Priority Affordability Resource Wages ages Preservation Access 8, Nutrition Quality i Collaboration Efficiency Infill & Resource Targeted Social & IndoorAl, Water In the Efficient Industry Cultural Human Services Redevelopment Quality Environment Buildings Development Diversity Resource Poverty Natural& Efficient Workforce Working Public Spaces Prevention & Human Public Readiness Alleviation Hazards Lands Infrastructure Transportation Waste Safe Choices Minimization Communities Background: The importance of sustainability was established as a focus of the City Council's strategic plan. The City published the Iowa City Sustainability Assessment in 2013, which documented five year trends of 59 indicators and compared those trends with Iowa and U.S. data. The STAR Rating System was released after the Sustainability Assessment was August 10, 2015 Page 2 completed. The STAR Community Rating System differs from the Sustainability Assessment in several ways: • the Sustainability Assessment mainly analyzed data trends; the methods of measurement in STAR also include policies, codes, maps, programs, outreach, plans and partnerships as standards and criteria for best practices • STAR can be used to compare our achievements with other cities, rather than comparing our data with state and federal data • STAR metrics include community -wide metrics in addition to local government data • the STAR data that we don't currently have in place can be used as a menu of options to implement in the future • STAR emphasizes the systems approach of sustainability and stresses the interconnectedness of municipal actions. For example, if a city decreases vehicle miles travelled, they also improve the activity of citizens along with increasing outdoor air quality. The 2013 Sustainability Assessment identified that Iowa City has made achievements in several areas of. sustainability for which the STAR Leadership Program was a logical next step. The STAR framework can act to provide direction towards next possible steps by identifying areas in which we can improve and methods in which to do so. Benefits: Engaging in the STAR Program will allow Iowa City to receive national recognition for our achievements, demonstrate a commitment to sustainability, improve transparency and accountability to the public, gain competitive advantage to attract funding, and build and strengthen partnerships within government and within the community. To date, over thirty communities have received a STAR rating, three of which are in Iowa (Des Moines, Davenport and Dubuque). The most beneficial aspect of completing the STAR Program will be the ability to set informed targets for moving ahead. It also provides a solid foundation of information which will guide future actions. Timeline: This effort is being led by myself and Carrs Fox-Rummelhart (Housing Authority) but involves working with most city departments and will require involvement from outside agencies as well. The Leadership Program runs for one year, from March 2015 to February 2016 with a goal of having all documentation entered into the online STAR reporting tool by mid-November. All data submitted by City staff will be verified by STAR technical staff for accuracy to see if it meets the established criteria. The verification takes two to three months after which Iowa City will receive points towards certification and final rating. Data collection is currently on target and a sustainability rating is anticipated in the spring. Certification levels are awarded by points as follows: • 3 -STAR Community — 200-399 points o Recognized for sustainability leadership • 4 -STAR Community — 400-599 points o Recognized for national excellence • 5 -STAR Community 600+ points (of 720 possible points) o Recognized as top tier achiever in national sustainability Currently fifteen communities have been awarded the 3 -STAR rating, fourteen communities hold the 4 -STAR rating and only three communities have received a 5 -STAR award. Certification lasts for three years from the certification date. August 10, 2015 Page 3 MWI Summary: After a year of data collection and review, it is projected that Iowa City will have a STAR Community Rating and be recognized for sustainability by next spring. This certification will be beneficial in highlighting Iowa City's achievements and in giving guidance in seven goal areas of sustainability within a community. Once certified, the public will be able to review results for the community in each category on the STAR website, allowing for improved communication surrounding our sustainability efforts. The purpose of the STAR program is to have a comprehensive analysis of the community in order to plan and set goals for future achievement. CC: Doug Boothroy, Director of Neighborhood and Development Services STAR Community Rating System Version 1.2 March 2015 <<��STAR $I.Sf ILI Y TUOLS,UN FUR A$5F3,i1NG RI COMMUNITIES RATING COMMUNITIES IP7 EDUCATION,ARTS � fF C� COPYRIGHT © 2015 by STAR Communities. All rights reserved. DISCLAIMER Although the information provided herein is believed to be accurate and reliable,none ofthe parties involved in development ofthe STAR Community Rating System, including STAR Communities, orits partners, assume any liability or responsibility for the accuracy, completeness, or usefulness of any information contained in the Rating System or for any injuries, losses, costs, or damages arising from use of the publication.As a condition of use, the user covenants not to sue and agrees to waive and release STAR Communities and all persons and entities in interest with STAR Communities of and from any and all claims, demands, and causes of action for any injuries, losses, or damages. TRADEMARK STAR CommunitesTm and STAR Community Rating System T°° is a registered trademark of STAR Communities. 'Aw_ It-ASTAR COMMUNITIES SUSTAINABILITY TOOLS FOR ASSESSING & RATING COMMUNITIES STAR Communities is aWashington, DC based nonprofit organization that works to evaluate, improve and certify sustainable communities. We help cities and counties achieve a healthy environment, a strong economy and well-being for their residents. STAR LEADERSHIP Board of Directors Jason Hartke, Chair, U.S. Green Building Council Shannon Parry,Vice Chair, City of Santa Monica, CA Monica Gilchrist, Secretary, ICLEI-Local Governments for Sustainability Garrett Fitzgerald, Urban Sustainability Directors Network Brooks Rainwater, National League of Cities Dylan Siegler, NRG Energy Graphic Design: Down to Earth Design Technical Guide to the STAR Community Rating System -Version 1.2 Introduction ACKNOWLEDGEMENTS STAR Steering Committee Con Burbach .................... Dubuque, IA Lee Hayes Byron ................Sarasota County, FL Michelle Caufeld ................ Seattie,WA Michael Crowley ................. Institute for Sustainable Communities Radcliffe Dacanay ................ Portland, OR Leslie Ethen .....................Tucson,AZ National Main Street Center Eric W Faisst .................... Madison County, NY Wayne Feiden................... Northampton, MA Rob Fernandez .................. Breckinridge Capital Advisors Deeohn Ferris ................... Sustainable Community Development Group Andrea Fox.....................International City/County Management Association Hilary Franz .....................Futurewise Coda Metrics Nancy Gassman ................. Fort Lauderdale, FL Richard Gelb....................Kng County,WA Josh Geyer ...................... U.S. Department of Housing and Urban Development Dan Guilbeault .................. Distinct of Columbia Michele Halsell .................. Pennsylvania State University Jen Horton ..................... National Association of Counties Jill Horwitz ...................... Broward County, FL Catherine Hurley ................ Evanston, IL Chris Kochtitzky ................. U.S. Centers for Disease Control and Prevention Lisa Lin ......................... Houston,TX Kristin Lynett ....................Tacoma,WA Cooper Martin .................. National League of Cities Jenita McGowan ................. Cleveland, OH Doug Melnick ................... San Antonio,TX Melody Park ....................Indianapolis, IN David Rouse ....................American Planning Association Randy Solomon .................The College of New Jersey and Sustainable Jersey Michael Steinhoff ................ICLEI-Local Governments for Sustainability Alison Taylor .................... Siemens Corporation John Thomas .................... U.S. Environmental Protection Agency, Office of Sustainable Communities Jess Zimbabwe .................. Rose Center for Public Leadership STAR Technical Advisory Group Rosanne Albnght ................ Phoenix, AZ Kaye Bender .................... Public Health Accreditation Board Jonathan Brewer ................. Carbon Solutions America, Inc. Emily Costello ................... Delaware Valley Regional Planning Commission Roy DeWitt ..................... Davenport, IA Patrice Frey ..................... National Main Street Center Robert Goff ....................Chandler,AZ Rebecca Kihslinger............... Environmental Law Institute Kim Lundgren...................Kim Lundgren Associates, Inc. Carne Makarewicz............... University of Colorado, Denver Kevin Nelson .................... US Environmental Protection Agency Leslie Oberholtzer............... Coda Metrics Andre Pettigrew ................. Clean Economy Solutions Denise Quarles .................. Atlanta, GA Victor Rubin ....................PolicyLink Technical Guide to the STAR Community Rating System -Version 1.2 Introduction Cindy Steinhauser................ City of Dubuque, IA Mickey Walker ...................Yarmouth, MA Walker Wells ....................Global Green USA Communities & STAR The STAR Community Rating System is built by and for local governments and the communities they serve. Our program's success relies on the engagement of and evaluation by U.S. cities,towns and counties. Certified STAR Communities (As of February 1, 20 15) FAR -certified communities ommunities using STAR or irsuing certification 5 -STAR 4 -STAR 3 -STAR Northampton, MA Austin,TX Albany, NY EI Cerrito, CA Seattle,WA Broward County, FL Atlanta, GA Fayetteville,AR Davenport, IA Chandler,AZ Fort Collins, CO Evanston, IL Cleveland, OH Indianapolis, IN Portland, OR Des Moines, IA Lee County, FL Tacoma, WA Tucson, AZ Washington, DC STAR Member Communities (as of February 1, 20 15) Abington Township, PA Allegheny County, PA Baltimore, MD Beaverton, OR Birmingham,AL Blacksburg,VA Bloomington, IN Blue Island, IL Boise, ID Bonita Springs, FL Burlington/Chittenden Co.,VT Calgary, AB Cambridge, MA Charles City, IA Charlotte, NC Chattanooga,TN Columbus, OH Coos Watershed, OR Dayton, OH Dearborn, MI Denton,TX Dubuque, IA Elgin, IL Elmhurst, IL Technical Guide to the STAR Community Rating System -Version 1.2 Introduction U STAR Member Communities (as of February I, 2015) - continued Fayettevi I I e, AR Flagstaff, AZ Frederick, MD Grove City, OH Hamilton, OH Henderson, NV Houston,TX Iowa City, IA Islamorada, FL King County WA Lakewood, CO Las Cruces, NM Las Vegas, NV Los Angeles, CA Louisville/Jefferson Co., KY Madison County, NY Memphis/Shelby Co.,TN Monroe County, FL Montreal, QC Nederland, CO Omaha, NE Orange County, FL Palm Bay, FL Park Forest, IL Peoria County, IL Philadelphia, PA Phoenix,AZ Plano,TX Portland, ME Raleigh, NC Reading, PA Redlands, CA University Affiliates (As of February I, 20 15) Arizona State University University of Iowa Funders and Affiliates University of Missouri -Kansas City University of North Texas Riverside, CA Rockingham County, NC Rosemount, MN Salt Lake City, UT San Antonio,TX Santa Fe, NM Santa Monica, CA Sarasota County, FL St. Louis, NO Steamboat Springs, CO Toronto, ON Vancouver, BC Victoria, BC Woodbridge Township, NJ Wichita, KS STAR Communities would like to acknowledge the commitment and support of our philanthropic partners. funders' network Ena n '"'" AND L'°'LE °n"°"rv,. Es THE SUMMIT FOUNDATION Technical Guide to the STAR Community Rating System -Version 1.2 Introduction TABLE OF CONTENTS Acknowledgements...........................................................................................3 Introduction..................................................................................................7 Achieving Certification and Recognition..........................................................................9 Framework of the Rating System................................................................................9 Understanding Points and Scores...............................................................................12 Submittal Requirements: Evaluation Measures....................................................................14 Built Environment .......................16 BE- 1:Ambient Noise & Light ........................ 17 BE -2: Community Water Systems ..................... 19 BE -3: Compact & Complete Communities ............. 22 BE -4: Housing Affordability .......................... 26 BE -5: Infill & Redevelopment ......................... 28 BE -6: Public Spaces ................................. 30 BE-7:Transportaton Choices ........................ 33 Climate & Energy ........................ 36 CE -1: Climate Adaptation ........................... 37 CE -2: Greenhouse Gas Mitigation .................... 39 CE -3: Greening the Energy Supply .................... 41 CE -4: Industrial Sector Resource Efficiency ............. 43 CE -5: Resource Efficient Buildings .................... 45 CE -6: Resource Efficient Public Infrastructure........... 47 CE-7:Waste Minimization ........................... 49 Economy & jobs.........................51 EE -1: Civic Engagement ............................. EJ -1: Business Retention & Development .............. 52 EJ -2: Green Market Development .................... 54 EJ -3: Local Economy ................................ 57 EJ -4: Quality Jobs & Living Wages ..................... 59 EJ-5:Targeted Industry Development .................. 61 EJ-6:Workforce Readiness ........................... 63 Education, Arts & Community ............65 EAC- I:Arts & Culture .............................. 66 EAC -2: Community Cohesion ........................ 68 EAC -3: Educational Opportunity & Attainment ......... 71 EAC -4: Historic Preservation ........................ 73 EAC -5: Social & Cultural Diversity .................... 75 Equity & Empowerment..................77 EE -1: Civic Engagement ............................. 78 EE -2: Civil & Human Rights .......................... 80 EE -3: Environmental Justice .......................... 82 EE -4: Equitable Services &Access .................... 84 EE -5: Human Services .............................. 86 EE -6: Poverty Prevention &Alleviation ................ 88 Health & Safety .........................90 HS-I:Actve Living ................................. 91 HS -2: Community Health & Health System ............ 93 HS -3: Emergency Prevention & Response .............. 96 HS -4: Food Access & Nutrition ...................... 98 HS -5: Indoor Air Quality ........................... 101 HS -6: Natural & Human Hazards .................... 103 HS -7: Safe Communities ........................... 105 Natural Systems ...................... 108 NS- 1: Green Infrastructure ......................... 109 NS -2: Invasive Species ............................. III NS -3: Natural Resource Protection .................. 1 13 NS -4: Outdoor Air Quality ......................... 1 15 NS-5:Water in the Environment .................... 1 18 N S-6:Working Lands .............................. 120 Innovation & Process .................. 122 IP -I Best Practices & Processes ..................... 123 IP -2: Exemplary Performance ....................... 127 IP -3: Local Innovation .............................. 128 IP -4: Regional Priority & Collaboration ............... 129 PointsAppendix............................................................................................130 Technical Guide to the STAR Community Rating System -Version 1.2 Introduction U INTRODUCTION The STAR Community Rating System (STAR) is the first national certification program to recognize sustainable communities. Local leaders use STAR to assess their sustainability, set targets for moving forward, and measure progress along the way. Released in October 2012, STAR represents a milestone in the national movement to create more livable communities for all.The rating system's evaluation measures collectively define community -scale sustainability, and present a vision of how communities can become more healthy, inclusive, and prosperous across seven goal areas.The system's goals and objectives provide a much-needed vocabulary that local governments and their communities can use to more effectively strategize and define their sustainability planning efforts. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Built on the guiding principle of continuous improvement, STAR Will evolve to remain the leading framework for local sustainability. There is recognition that the content of the rating system may change over time to embrace innovation, apply new research, or adapt to changing conditions in the field of community sustainability All updates to the rating system will strive to create a consistent system that is both rigorous and accessible to local government applicants and their partners. Over time, the program Will build a research model that includes spatial, temporal, and level of effort details to expand the evidence base about the degree to which various actions advance sustainability conditions community -wide. This rigor and differentiation Will allow STAR to expand national learning and drive ongoing improvements to sustainable community governance. Purpose of the Technical Guide This Technical Guide is intended to serve as a supplement to the STAR Community Rating System and companion to the STAR Online Reporting Tool. Communities engaged in formal data collection and reporting Will find the rating system's rationale and methodology, calculations, data sources, and data submittal requirements in theTechnical Guide. Readers may also come to theTechnical Guide seeking best practices in orderto implement solutions at the local level. As a technical publication, the intended audiences are those engaged in sustainability at the city, town, or county level including local governments, universities, nonprofits, the private sector, regional, state or federal agencies, philanthropic institutions, and other community leaders. Oversight and Evolution The rating system was developed between 2008-2012 using an open, consensus -based process. Technical Advisory Committees comprised of experts from across the country determined scientifically valid, cost-effective ways of evaluating local government progress with oversight and guidance from a Steering Committee. After the rating system was released in 2012, the eightTechnical Advisory Committees were consolidated into a 2 1 -memberTechnical Advisory Group. In orderto maintain the rating system's credibility, all substantive changes to STAR are approved by theTechnical Advisory Group then sent to the Steering Committee for acceptance. Steering Committee:The governing body responsible for guiding the development of the STAR Community Rating System.The committee is charged With maintaining the rating system as a leadership tool, preserving its integrity, and evolving STAR using the consensus process in accordance with the mission, guiding principles, and strategic plan of STAR Communities. Technical Advisory Group (TAG):The purpose of the TAG is to enhance and, where necessary, clarify the STAR Community Rating System. The group maintains and advances the technical aspects of the existing STAR Community Rating System; continuously builds, improves and advances credit intents, requirements and guidance; upholds the technical rigor, fairness and transparency in the STAR Community Rating System development process; and holistically oversees, integrates, manages and envisions the technical aspects of the STAR Community Rating System. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction 9 Coordination with Companion Resources The Technical Guide should be used in conjunction with the following resources: • STAR Crosswalk: An Excel spreadsheet of STAR's evaluation measures that communities can modify to determine alignment with existing sustainability plans, programs and policies. Many communities also use the spreadsheet to organize data sources, assign responsible parties for data collection, and manage internal workflow. • STAR Self -Assessment Checklist: An interactive online checklist that communities can use to identify evaluation measures for which they expect to receive credit in the rating system.As boxes are checked, the Self - Assessment calculates a preliminary score to help communities determine the best approach to STAR certification or whether to pursue certification in the future. • STAR Online Reporting Tool:The custom-built online platform that manages the community's application for STAR certification. Applicant local governments upload and enter data to substantiate the community's achievements and activities, which are then verified by STAR Communities in order to issue a final rating. STAR Subscriptions The STAR Community Rating System was designed for use by local (town, city, or county) governments.While partnerships are encouraged, the governmental entity is the approved primary applicant in the STAR Community Rating System and Reporting Tool. Other community partners, organizations, universities, consultants, and federal agencies can become STAR Affiliates to support STAR Communities' mission. To get started, a community signs up to be a STAR Member Community. STAR Member Communities receive basic access to the STAR Community Rating System and the tools and resources to start tracking sustainability performance. Member benefits are designed to help promote a healthy environment, a strong economy, and well-being for all residents, now and for future generations. Communities that are ready to get certified or that have already been certified have the option to add on additional services or packages as fits their needs. To become certified, communities require full access to STAR Communities' online application, which is managed through a proprietary Online ReportingTool.All applications for certification are submitted online and verified by STAR technical staff for accuracy. Data collection for certification takes on average between 6 months to a year. Certification lasts for 3 years from the certification date. Certified communities enjoy national recognition and other benefits The path to sustainability is different for every community and each unique place will approach the STAR Community Rating System in a different manner. Communities engage in STAR for a variety of reasons including to: Demonstrate commitment to local sustainability Receive national recognition for leadership and achievements Gain competitive advantage and attract funding Improve transparency and accountability and showcase results Communicate resilience and risk management to municipal bond agencies Build and strengthen partnerships within government and with community Technical Guide to the STAR Community Rating System -Version 1.2 Introduction U ACHIEVING CERTIFICATION AND RECOGNITION Once a community has documented their progress in the STAR Online Reporting Tool, they may submit for verifcation of their application.The verification team at STAR Communities reviews all applications for accuracy within 60 days of submission and issues an official STAR Community Rating based upon points achieved. The number of points achieved in the rating system determines a community's certification or recognition Ievel.There are three certification levels: 5 -STAR Community, 4 -STAR Community and 3 -STAR Community. Once certified, an official STAR Community Rating lasts three years. Applicants may re -submit an application at any time prior to the three-year mark to receive a new STAR Community Rating Level. Certification Rating Levels Point Range 5 -STAR Community 600+ Recognized as a top tier achiever in national sustainability 4 -STAR Community 400-599 Recognized for national excellence 3 -STAR Community 200-399 Recognized for sustainability leadership Reporting STAR Community <200 Currently pursuing certification FRAMEWORK OF THE RATING SYSTEM The STAR framework,which integrates economic, environmental, and social aspects of sustainability, provides communities with a menu -based system to customize their approach based on local conditions and priorities. Communities can pursue the most important or relevant objectives, addressing regional variability and differing priorities along the way. The rating system is organized by goals, objectives, and evaluation measures; this design is intended to align with local government processes and standard practice. The structure features a set of components that reflect public sector mechanisms that are proven effective in advancing change.Terms are those commonly used by local governments and their community partners to communicate strategic objectives and desired outcomes. Within each goal area is a series of objectives aimed at achieving community -level aspirations. Objectives are measured in two ways: through attainment of community level outcomes and/or completion of local actions that are essential to reaching the outcomes.These evaluation measures provide the avenue for communities to achieve credit in the rating system. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction U Below are terms and definitions associated with the STAR framework. STAR's Goal Areas Built Environment: Achieve livability, choice, and access for all where people live, work, and play Climate & Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency Economy & jobs: Create equitably shared prosperity and access to quality jobs Education, Arts & Community: Empower vibrant, educated, connected, and diverse communities Equity & Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens Health & Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses Natural Systems: Protect and restore the natural resource base upon which life depends An eighth category, Innovation & Process, supports the evolution of sustainability practice by recognizing best practices and processes, exemplary performance, innovation, and collaboration in areas of regional priority. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction M Key Terms and Definitions Goal Desired state or condition that a jurisdiction intends to achieve Objective A clear, desired outcome intended to move the community toward the broader goal Purpose Statement to clarify relevance, to provide context, and communicate the desired Outcome(s) Evaluation Measure Qualitative or quantitative, using relative or absolute metrics Community Level Outcome Measurable, condition -level indicators that depict a community's progress toward a preferred state or condition as suggested by the STAR Objective Range of decisions and investments that a community can make, orthe Local Action activities that they can engage in, that are essential to achieving the desired Outcome(s) STAR's Goal Areas Built Environment: Achieve livability, choice, and access for all where people live, work, and play Climate & Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency Economy & jobs: Create equitably shared prosperity and access to quality jobs Education, Arts & Community: Empower vibrant, educated, connected, and diverse communities Equity & Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens Health & Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses Natural Systems: Protect and restore the natural resource base upon which life depends An eighth category, Innovation & Process, supports the evolution of sustainability practice by recognizing best practices and processes, exemplary performance, innovation, and collaboration in areas of regional priority. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction M STAR's Objectives Each of the rating system's 7 goal areas is supported by 5-7 Objectives. Objectives are the clear and desired outcome intended to move the community toward the broader sustainability goal. Below are the system's 44 Objectives, organized by Goal Area. Table of STAR Goals and Objectives Built Environment Ambient Noise Climate & Energy Climate Economy & jobs Business Education, " Arts & EmA Community Civic Health & Safety Natural Systems Green & Light Adaptation Retention & Arts & Culture Engagement Active Living Infrastructure Development Community Greenhouse Green Market Community Civil & Human Community Water Systems Gas Mitigation Development Cohesion Rights Health & Health Invasive Species System Compact & Greening the Educational Environmental Emergency Natural Complete Energy Supply Local Economy Opportunity& justice Prevention& Resource Communities Attainment Response Protection Housing Industrial Sector Quality jobs & Historic Equitable Food Access & Outdoor Air Affordability Resource Living Wages Preservation Services& Nutrition Quality Efficiency Access Infill & Resource Targeted Social & Cultural Indoor Air Water in the Redevelopment Efficient Industry Diversity Human Services Quality Environment Buildings Development Resource Workforce Poverty Natural & Public Spaces Efficient Public Readiness Prevention & Human Hazards Working Lands Infrastructure Alleviation Transportation Waste Safe Choices Minimization Communities Technical Guide to the STAR Community Rating System -Version 1.2 Introduction M Evaluation Measures As noted, STAR Objectives are achieved through attainment of two types of evaluation measures: Community Level Outcomes and Local Actions. Outcomes are measurable condition -level indicators that depict a community's progress toward a preferred state or condition within the STAR Objective it supports. Outcomes are represented as trend lines, targets, or thresholds in the rating system. Generally, STAR awards credit to county applicants if they are achieving Outcome measures at the county -scale. However, recognizing the challenges faced by county applicants as a result of having multiple municipalities within their boundaries, there are two exceptions to this rule.The first exception is based on the understanding that data collection would be unreasonably burdensome.The second exception is when the Technical Guide provides explicit instructions that reporting at the county scale is not required. Local Actions describe the range of decisions and investments that a local government or community can make, or the activities that they can engage in, that are essential to achieving desired Outcomes. Local Actions in the rating system focus on the key interventions that move the needle towards STAR's identified Outcomes. Since many public, private, and non-profit organizations Within the community contribute towards advancing sustainability goals, the rating system recognizes these efforts, not only those of the local government.The rating system awards credit for Local Actions performed by community actors other than the applicant local government, provided that the applicant demonstrates that the activities have had a significant, positive impact on progress towards achieving the desired Outcome(s) for the community as a whole. °n71u m" Education and Outreach Plan Development Policy and Code Adjustment Preparatory Partnerships and Collaboration Practice Improvements Inventory, Assessment or Survey Enforcement and Incentives Programs and Services Implementation Facilities and Infrastructure Improvements There are nine defined Action Types in the rating system. Preparatory Actions are foundational steps that a community should take first to assess the community's needs and trends, identify and execute policy and regulatory changes, and strengthen partnerships and collaborations in order to effectively deploy resources and investments. Implementation Actions are the programs and services, enforcement and incentive mechanisms, and infrastructure investments a community makes in orderto efficiently and equitably move the needle towards the desired Outcomes. Technical advisors, staff, and other stakeholders regularly review evaluation measures to determine whether they are relevant, feasible, systemic, timely, reliable and valid. Other criteria for inclusion in the rating system include alignment with the STAR Guiding Principles. UNDERSTANDING POINTS AND SCORES The methodology behind STAR's points and scores acknowledges the integrated nature of the system's sustainability Goal Areas and Objectives and the complex relationship between Local Actions and Community Level Outcomes. While this section aims to provide an overview of points and scores, referto theTechnical Guide's Points Appendix for a more complete description of the design assumptions, point allocations and weightings. It is recommended that applicants utilize the STAR Self -Assessment Checklist to estimate their preliminary score and certification level before beginning to enter data; the checklist provides an interactive score based on the selection of individual evaluation measures. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction Weighting of Goal Areas STAR's seven Goal Areas serve as the foundation of the system's interconnected, triple bottom line approach to sustainability. There are currently no universally accepted standards for rating one sustainability goal as of greater importance or value than any other; therefore, with one exception, STAR's Goal Areas are equally weighted at 100 points each. Education,Arts & Community is valued at 70 points because it has a fewer number of STAR Objectives overall. Goal Area Points Available Built Environment 100 Climate & Energy 100 Economy &jobs 100 Education,Arts & Community 70 Equity & Empowerment 100 Health & Safety 100 Natural Systems 100 Innovation and Process 50 Total 720 Achieving Points within STAR Objectives Within each Goal Area are between 5 and 7 Objectives; each has a total point value between 5 and 20 points. Objectives are assigned a total point value based on their impact on achieving community sustainability as well as impact towards meeting the STAR Goal Area that it is situated beneath. Applicants accumulate points in the rating system through achievement of Objectives.Within each Objective,there are three paths to achieving the total points available: communities can complete Community Level Outcomes, Local Actions or a combination of the two types of evaluation measures. Communities that meetthe Outcome's threshold, target, or trend line requirement or, in some cases, demonstrate incremental progress will achieve a proportion of the total points available. Partial credit is available where indicated. Point values for Outcomes are determined by the supporting STAR Objective, the Outcome's strength as a standard (e.g. national standard threshold, standard target for trend, STAR set threshold, locally set threshold, locally set trend, or general trend) and its data sources and data quality (e.g. outside data set, standardized collection, or locally collected). In each Objective, the Technical Guide distinguishes whether 100% or 70% of points are available through Outcomes. In Objectives where the Outcomes represent national or leadership standards, communities can achieve 100% of the points available without submitting documentation on Local Actions. In other Objectives where the Outcomes reflect a local or general threshold or trend; a community can achieve up to 70% of an Objective's total points available and must supplement the remaining points with Actions. Finally, communities have the opportunity to accumulate points for the Local Actions that they complete.The rating system assigns higher point values to implementation -based actions than those that are preparatory in nature due to dedication of resources and impact on sustainability conditions. Actions will be evaluated over time and may be replaced or adjusted to align with the program's growing evidence base about which actions have the strongest influence. Innovation & Process Category Local government applicants may find that certain areas of the rating system are more difficult to achieve or may not apply given differences in geography, climate, jurisdictional control or other factors.The Innovation & Process credit category is a place to look for"extra credit" to supplement those areas of the system that were unattainable, difficult, or not a local priority. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction SUBMITTAL REQUIREMENTS: EVALUATION MEASURES Community Level Outcomes In order to receive credit for STAR Outcomes, the community must submit the required documentation described in the guidance section of the relevant Objective. In many cases,the documentation is a STAR -provided Excel spreadsheet, which can be downloaded from the respective entry page in the Online Reporting Tool. Local Actions All Local Actions in STAR ft into one of nine Action Types. The submittal requirements for each Action Type are consistent throughout the system and are described below: • Education and Outreach: For verification, identify 3 differenttypes ofeducation and outreach efforts conducted over the past 3 years, which can include events, classes, or workshops; a website; print materials; electronic media; social media; or other. For each, provide the title (and date for events, classes, or workshops), a brief description, and a link or copy if applicable. • Plan Development: For verification, provide the plan title; a link to or copy of the plan; the year adopted or last updated with a description of how the plan is still used if more than 3 years old; a description of the development process and stakeholders involved;vision statement; key recom men cations; strategy for implementation; and whether the plan has quantifiable targets (yes/no). • Policy and Code Adjustment: For verification, provide the title and a link to or copy of the policy or code requirement; a description of the compelling characteristics that advance progress towards the desired Outcome(s); whether there was public engagement (yes/no); and the year adopted or last updated. Note: Policy statements that appear in long-range plans (e.g. comprehensive plans) do NOT count for credit under the Policy and Code Adjustment Action Type. • Partnerships and Collaboration: For verification, identify the type of collaboration (formal partnership, appointed committee, or community collaboration); the name of the partnership or committee and a description of each partner's contribution or the committee's criteria for selection; a link to or documentation of the partnership or committee's work; year established; key accomplishments in the past 3 years; and a description of the local government's financial contribution and/or elected official/staff time dedicated in the past 3 years. • Practice Improvements: For verification, describe the practice improvement; key accomplishments in the past 3 years; and provide a link to or copy of the annual report if applicable. • Inventory, Assessment or Survey: For verification, identify the type of analysis (map, database, report, survey, or other) and provide the title; a description of key findings, and a link to or copy of the inventory, assessment, or survey. • Enforcement and Incentives: (1) Enforcement: For verification, provide the unique verification specified in the Technical Guide and Online Reporting Tool; a description of the enforcement action and parties responsible; a description ofthe enforcement mechanism and process;a description ofthe compelling characteristics that advance progress towards the desired Outcome(s); and the year created or implemented. (2) Incentives: For verification, provide the unique verification; a link to or copy ofthe incentive; a description ofthe compelling characteristics that advance progress towards the desired Outcome(s); and the year created or implemented. • Programs and Services: For verification, provide the name and a brief description of the program or service; the unique verification specified in the Technical Guide and Online Reporting Tool; a description of the compelling characteristics that advance progress towards the desired Outcome(s); and the year created or implemented. • Facility and Infrastructure Improvements: For verification, provide the unique verification specified in theTechnical Guide and Online ReportingTool; a description of the compelling characteristics that advance progress towards the desired Outcome(s); and the funding invested in the past 3 years. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction M Relationship of this Document to the Technical Guide This document, the STAR Community Rating System, is freely available for download and public use, subject to copyright limitations. TheTechnical Guide to the STAR Community Rating System is available for purchase from www.STARcommunities.org. TheTechnical Guide provides clear instructions, data sources, and submittal requirements for local government and their partners as they prepare for, collect, and then report data and information in orderto receive a STAR Community Rating. TheTechnical Guide also includes examples of communities leading the way in each Objective and additional resources for users. Technical Guide to the STAR Community Rating System -Version 1.2 Introduction I I GOAL AREA: Built Environment 0 ,0 11, Achieve livability, choice, and access for all where people live, work, and play Introduction The 7 Objectives in the Built Environment Goal Area evaluate community development patterns, I ivability, and design characteristics, with emphasis on access and choice for all residents regardless of income. BE -3: Compact & Complete Communities promotes pedestrian -scaled, mixed-use development in high-density areas that support transit. BE -4: Housing Affordability measures location efficiency through the combined costs of housing and transportation and encourages affordable housing in areas where transportation costs are already low due to transit accessibility. BE -7: Transportation Choices provides the direct measure of transportation alternatives, affordability, and safety for pedestrians and bicyclists. The Built Environment Goal Area addresses other types of infrastructure, such the provision of clean drinking water, wastewater, and stormwater in BE -2: Community Water Systems. BE -5: Infill & Redevelopment analyzes the distribution of water and sewer infrastructure to encourage efficient use and reuse of land. BE -6: Public Spaces promotes accessibility to abundant, well- designed parks, greenways, and other public spaces. Finally BE -(:Ambient Noise & Light encourages community lighting systems to protect viewing of the night sky and residents from excessive noise. Objective Number Objective Title and Purpose Available Points BE -1 Ambient Noise & Light: Minimize and manage ambient noise and light levels 5 to protect public health and integrity of ecological systems Community Water Systems: Provide a clean and secure water supply for BE -2 all local users through the management of potable water, wastewater, stormwater, 15 and other piped infrastructure Compact & Complete Communities: Concentrate development in BE -3 compact, human -scaled, walkable centers and neighborhoods that connect to 20 transit, offer diverse uses and services, and provide housing options for families of all income levels BE -4 Housing Affordability: Construct, preserve, and maintain an adequate and 15 diverse supply of location -efficient and affordable housing options for all residents Infill & Redevelopment: Focus new growth in infill areas and on BE -5 redevelopment that does not require the extension of water, sewer, and road 10 infrastructure or facilitate sprawl Public Spaces: Create a network of well -used and enjoyable parks and public BE -6 spaces that feature equitable, convenient access for residents throughout the 15 community Transportation Choices: Promote diverse transportation modes, including BE -7 walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles 20 traveled Total Credit, Goal Area 00 STAR Community Rating System,Version 1.2 BE -Built Environment M g���� �,4,�tlIl'�la,� � �awA•A �� �; BE 1: Ambient No' 1, J"5 available points PURPOSE Minimize and manage ambient noise and light levels to protect public health and the integrity of ecological systems EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Identify commercial, residential, and natural areas for evaluation in this Objective Note that the Preliminary Step is required if the community is applying for credit in the Outcomes. If the community is applying for credit through Actions only, the Preliminary Step need not be completed. Outcome I: Noise 1.4 Points Option A: Demonstrate that daytime ambient noise levels do not exceed 70 dBa in commercial areas --OR-- Option B: Show progress toward locally identified key ambient noise targets Outcome 2: Light in the Community 1.4 points Show progress toward locally identified key light targets for light glare and/or light trespass Outcome 3: Light in the Night Sky 0.7 points Achieve a sky glow at or below 4 in the Bortle Dark -Sky Scale where the Milky Way is still visible in residential areas Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Adopt a community noise policy, ordinance, or regulations as needed based upon a local assessment Action 2: Policy and Code Adjustment Adopt a community light policy, ordinance, or regulations as needed based upon a local assessment STAR Community Rating System,Version 1.2 BE -I. Ambient Noise &Light M I M-. I III BE- I: Ambient Noise & Light Action 3: Education and Outreach Educate the public about standards, effects of excessive exposure, and mitigation techniques for ambient noise or ambient light Action 4: Partnerships and Collaboration Create partnerships to address sources of noise and/or light pollution not subject to the local authority Action 5: Practice Improvements Develop a database of noise complaints and noise measurements (e.g. roads, industrial, outdoor music venues) or of light issues and neighborhoods targeted for improvements Action 6: Enforcement and Incentives Establish clear lines of authority for enforcement of nuisance noise violations relative to different noise sources Action 7: Enforcement and Incentives Enforce noise standards during the permitting, design, and construction of new large-scale developments that can significantly increase ambient noise levels Action 8: Enforcement and Incentives Enforce light standards during the permitting, design, and construction of new large-scale developments that can significantly increase ambient light levels Action 9: Programs and Services Establish programs that eliminate existing sources of light pollution coming from municipally owned entities STAR Community Rating System,Version 1.2 M BE -I Ambient Noise & Light PURPOSE 3 BE -2: Community 15 available points ystem Provide a clean and secure water supply for all local users through the management of potable water, wastewater, stormwater, and other piped infrastructure EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Drinking Water Quality 3 points; 0.8 points for Bonus Part I: Demonstrate that the community is not in violation of EPA's 5% standard for coliform bacteria in water pipes --AND-- Part 2: Option A: Demonstrate that the water supplied to residents is not in violation of EPA standards for turbidity and water pathogens --OR-- Option B: Decrease the amount of all regulated contaminants overtime [Partial credit applies] Bonus: Jurisdiction or water provider participates in water quality research on contaminants of emerging concern Outcome 2: Secure Water Supply 3.8 points Part I: Demonstrate that the height of the water table for subsurface aquifers has been stable or rising --AND-- Part 2: Demonstrate that the height of surface waters is within the range to meet expected demand for the next 5 years or is rising Outcome 3: Safe Wastewater Management 3.8 points Part I: Demonstrate that all publicly owned treatment works (POTWs) are in compliance with EPA effluent guidelines permits --AND-- Part 2: Demonstrate that existing industrial dischargers are in compliance with EPA permits [Partial credit available] Outcome 4: Safe Stormwater Management 3.8 points National Pollutant Discharge Elimination System (NPDES) permit(s) have been obtained prior to discharging stormwater STAR Community Rating System,Version 1.2 BE -2 Community Water Systems M al I�� �'��`"` �E I��4 V I11 I����Y 0I��4 I����� �E I��4111,`"` BE -2: Community Water Systems Local Actions 70% of points available through Actions Action I: Plan Development Adopt a jurisdiction -wide management plan for both water consumption and disposal that provides a clean and secure water supply for all local uses Action 2: Policy and Code Adjustment Adopt policies to ensure that the jurisdiction has authority to enact water conservation measures during periods of drought Action 3: Partnerships and Collaboration Collaborate with a regional water management group that includes other jurisdictions that share the same water sources Action 4: Practice Improvements Establish water quality monitoring and public reporting systems Action 5: Enforceme,r, as Shift towards a full cost pricing system to ensure that users are paying for the true cost of water Action 6: Programs and Services Create programs to guarantee the provision of water to low-income residents Action 7: Programs and Services Develop and provide water conservation programs to residents, businesses, and agricultural water users in order to help ensure that the community is not depleting its water supply Note that this Action is shared with NS-5:Water in the Environment, Action 7. Action 8: Facility and Infrastructure Improvements Manage and upgrade infrastructure to reduce leaks in the system, eliminate contaminants, and achieve other local conservation goals STAR Community Rating System,Version 1.2 BE -2 Community Water Systems BE -2: Community Water Systems Action 9: Facility and Infrastructure Improvements Implement at least 3 innovative water infrastructure and facility programs Action 10: Facility and Infrastructure Improvements Upgrade and improve stormwater and wastewater treatment facilities to meet current and foreseeable needs Action 11: Facility and Infrastructure Improvements Engage in restoration projects for critical water bodies that provide usable water for the jurisdiction or stormwater management assistance Note that this Action is shared with NS-5:Water in the Environment, Action 6. STAR Community Rating System,Version 1.2 BE -2 Community Water Systems j; E-3: Compa , lomplete Communitie available points PURPOSE Concentrate development in compact, human -scaled, walkable centers and neighborhoods that connect to transit, offer diverse uses and services, and provide housing options for families of all income levels EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Preliminary Step: Identify the Compact & Complete Centers (CCCs) that will be analyzed under this Objective Note that the Preliminary Step is only required ifthe community is applying for credit in the Outcomes. If the community is applying for credit through Actions only, the Preliminary Step need not be completed. Note that communities can receive a maximum score of 100 in this Objective (Outcome 1=50, Outcome 2=15, Outcome 3=15, and Outcome 4=20). Each CCC is evaluated separately for each of the components within the Outcome. Points accumulated for each CCC Will be averaged resulting in the score for the Outcome. Outcome I: Density, Destinations, and Transit 10 points Demonstrate that each CCC achieves the following thresholds: Residential Density: Average of at least 12 dwelling units per acre within a '/4 -mile walk distance of bus or streetcar stops, and within/ -mile walk distance of bus rapid transit stops, light or heavy rail stations, or ferry terminals Average of at least 7 dwelling units per acre within the rest of the CCC boundary Employment Density:At least 25 jobs per acre Diverse Uses:Atleast 7 diverse uses present Transit Availability: At least 60 weekday trips and 40 weekend trips [Graduated credit available] Outcome 2: Walkability 3 points Demonstrate that each CCC achieves the following thresholds: 90% of roadways contain sidewalks on both sides 100% of crosswalks are ADA accessible 60% of block faces contain street trees at no more than 40 feet intervals 70% of roadways are designed for a travel speed of no more than 25 mph Minimum intersection density of 90 intersections per square mile [Partial credit available] STAR Community Rating System,Version 1.2 BE-3.Compact& Complete Communities �J-111 UP I« I«��1�1�`" IE I14 V I« I«���Y 0I14 I�k���l� IE I«����'�1�« BE -3: Compact & Complete Communities Outcome 3: Design 3 points Demonstrate that each CCC achieves the following thresholds: 80% of front building setbacks along primarily single-family residential blocks are not more than 25 feet from the property line 80% of front building setbacks along primarily commercial blocks are not more than 10 feet from the property line 40% of primarily commercial blocks have ground floor street frontages free from blank walls and loading docks, and do not have structured or surface parking as the principal land use along the street [Partial credit available] Outcome 4: Affordable Housing 4 points Demonstrate that each CCC achieves at least 2 of the following thresholds: 10% of total residential units are affordable 10% of residential units built or substantially rehabilitated within the last 3 years are dedicated as subsidized affordable housing Some of the dedicated long-term affordable housing units are deeply subsidized or deeply affordable for very and extremely -low income households [Partial credit available] Note that the second standard in this Outcome is shared with BE -4: Housing Affordability, Outcome 2, Option B. Local Actions 70% of points available through Actions Action I: Plan Development Demonstrate that the comprehensive plan supports compact, mixed-use development Action 2: Inventory, Assessment or Survey Identify areas appropriate for compact, mixed-use development on the community's official future land use map Note that the areas, nodes, activity centers, and/or corridors identified in Action 2 as appropriate for compact, mixed-use development are the areas that should be evaluated for Actions 3-7. If the applicant does not submit Action 2 for credit, the areas evaluated for Actions 3-7 should be the zoning categories that permit the highest residential and mixed-use development. Policies and regulations that apply community -wide, not just in compact, mixed-use areas, are also acceptable for credit. STAR Community Rating System,Version 1.2 BE-3.Compact& Complete Communities BE -3: Compact & Complete Communities Action 3: Policy and Code Adjustment Adopt regulatory strategies that permit or incentivize increased residential and employment densities and diverse uses in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared with NS -4: Outdoor Air Quality,Action 1. Action 4: Policy and Code Adjustment Require walkability standards for new development that include sidewalks on both sides of roadways, street trees, ADA accessible crosswalks, roadways designed for maximum travel speeds of 25 mph, and maximum block lengths in transit -served areas and areas identified for compact, mixed-use development Note that this Action is similar to BE -7: Transportation Choices, Action 3 except that it only addresses transit -served and compact, mixed-use areas. Communities may apply for credit in both Local Actions, if applicable. Action 5: Policy and Code Adjustment Require build -to lines for commercial and residential structures in transit -served areas and areas identified for compact, mixed-use development Action 6: Policy and Code Adjustment Adopt advanced parking strategies in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared with NS -4: Outdoor Air Quality,Action 2. Action 7: Policy and Code Adjustment Require, incentivize, or subsidize creation of affordable housing in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared with BE -4: Housing Affordability, Action 5. Action 8: Partnerships and Collaboration Establish a design review board, neighborhood commission, or similar appointed citizen body that provides comments on proposed development projects STAR Community Rating System,Version 1.2 BE-3.Compact& Complete Communities 7... UP I« I1.'r IE I14 V I« IR 0 I14 IM IE I14'�1�« BE -3: Compact & Complete Communities Action 9: Programs and Services Implement programs to preserve and maintain existing subsidized and unsubsidized affordable housing in transit - served areas, compact and mixed-use areas, and areas with rapidly -rising housing costs Note that this Action is shared with BE -4: Housing Affordability, Action 8. Action 10: Facility and Infrastructure Improvements Increase the percentage of households with access to transit Note that this Action is shared with BE-7:Transportation Choices,Action 6. STAR Community Rating System,Version 1.2 BE-3.Compact& Complete Communities u1u u1u uu BE -4: Housing abili 15 available points PURPOSE Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Housing and Transportation Costs 6 points Part I: Demonstrate that there are at least 80% of Census block groups where a household earning the Area Median Income (AMI) would spend less than 45% on housing and transportation combined [Partial credit available] --AND-- Part 2: Demonstrate that there are at least 60% of Census block groups where a household earning 80% AMI would spend less than 45% on housing and transportation combined [Partial credit available] Outcome 2: Affordable Housing Production 4.5 points OptionA:Achieve targets for creation of new affordable housing units identified in a locally adopted comprehensive housing strategy --OR-- Option B: Demonstrate that 10% of residential units built or substantially rehabilitated in the past 3 years in the community's Compact & Complete Centers (CCCs) are dedicated as subsidized affordable housing Outcome 3: Affordable Housing Preservation 4.5 points Demonstrate no more than 5% loss of subsidized affordable housing units due to expiring subsidies in the past 3 years Local Actions 70% of points available through Actions Action I: Plan Development Develop a comprehensive housing strategy Action 2: Inventory, Assessment or Survey Analyze transit access and transportation costs for neighborhoods with housing affordable to low- and moderate - income households STAR Community Rating System,Version 1.2 BE -A. Housing Affordability BE -4: Housing Affordability Action 3: Inventory, Assessment or Survey When new transit or other major infrastructure investments are planned, analyze the likelihood and extent to which housing costs are anticipated to increase in low- and moderate -income neighborhoods so that appropriate strategies can be developed to preserve and create long-term affordable housing Action 4: Policy and Code Adjustment Use regulatory and design strategies to encourage compatible infill and redevelopment with a mix of housing types in neighborhoods close to employment centers, commercial areas, and where transit or transportation alternatives exist Note that this Action is shared with BE -5: Infill & Redevelopment, Action 3. Action 5: Policy and Code Adjustment Require, incentivize, or subsidize creation of subsidized affordable housing, including deeply subsidized or deeply affordable housing, in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared with BE -3: Compact & Complete Com munities, Action 7. Action 6: Partnerships and Collaboration Collaborate with other jurisdictions to address affordable housing and location efficiency needs in the region Action 7: Partnerships and Collaboration Partner with nonprofit organizations to provide education, counseling, and financial assistance to homebuyers or renters Note that some of these activities may overlap with programs and services identified in EE-6:Poverty Prevention &Alleviation, Action 2. If so, consider applying for credit under more than one Objective. Action 8: Programs and Services Implement programs to preserve and maintain existing subsidized and unsubsidized affordable housing in transit - served areas, compact and mixed-use areas, and areas with rapidly -rising housing costs Note that this Action is shared with BE -3: Compact & Complete Com munites, Action 9. Action 9: Enforcement and Incentives Work with private employers to provide live -near -your -work or employer -assisted housing financial incentives STAR Community Rating System,Version 1.2 BE -A. Housing Affordability IQ 1�� I lye„a•� e,� BE -5: Infill & Re opm 10 available points PURPOSE Focus new growth in infill areas and encourage redevelopment that does not facilitate sprawl or require the extension of water, sewer, or road infrastructure EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Infill Development 3.5 points Option A: Increase the percentage of new development in locally designated infill and redevelopment areas --OR-- Option B: Increase the percentage of new development located on infill sites that were previously developed, brownfield, and/or greyfield sites Outcome 2: Existing Infrastructure 3.5 points Demonstrate that at least 75% of new housing units in the past 3 years utilized existing water and sewer mains and did not require extending or widening public roadways [Partial credit available] Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Develop an inventory of infill, previously developed, brownfield, or greyfield sites of greatest priority and potential for development or redevelopment Action 2: Policy and Code Adjustment Adopt a policy commitment to limited or no expansion of physical jurisdiction boundaries or extension of urban services STAR Community Rating System,Version 1.2 BE-5.Infill &Redevelopment M BE -5: Infill & Redevelopment Action 3: Policy and Code Adjustment Use regulatory and design strategies to encourage compatible infill and redevelopment with a mix of housing types in neighborhoods close to employment centers, commercial areas, and where transit or transportation alternatives exist Note that this Action is shared with BE -4: Housing Affordability, Action 4. Action 4: Education and Outreach Educate residents and community groups about the importance of infill and redevelopment, brownfield assessment findings, and design strategies for compatible neighborhood development Action 5: Partnerships and Collaboration Collaborate with state and federal authorities to advance brownfields cleanup Action 6: Programs and Services Establish a program to provide information and assistance to owners, potential buyers, and developers regarding brownfield assessments, redevelopment strategies, and available resources Action 7: Programs and Services Support temporary creative neighborhood uses for vacant properties and greyfields Action 8: Enforcement and Incentives Provide financial incentives to encourage infill and redevelopment Action 9: Enforcement and Incentives Perform proactive zoning enforcement and vacant lot cleanup or maintenance to improve the attractiveness of a redevelopment or blighted area and to deter crime Action 10: Facility and Infrastructure Improvements Target local infrastructure improvements to revitalize redevelopment or blighted areas and catalyze private reinvestment STAR Community Rating System,Version 1.2 129 BE -5. Infill & Redevelopment IWg11 ,est' M M I" BE -6: Publ 15 available points PURPOSE Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Note that applicant counties that contain cities or towns within their borders should include data on city parks in the evaluation of the Outcomes. Outcome 1: Acreage 4.5 points Provide ample parkland based on population density as follows: High: 6.8 acres per 1,000 residents Intermediate -High: 7.3 acres per 1,000 residents Intermediate -Low: 13.5 acres per 1,000 residents Low: 20.3 acres per 1,000 residents Outcome 2: Proximity 4.5 points Demonstrate that housing units in the community are located within a/ -mile walk distance of a public space or park based on population density as follows: High or Intermediate -High: 85% Intermediate -Low or Low: 70% Outcome 3: Connectivity 4.5 points Demonstrate that 90% of households are located within 3 miles of an off-road trail [Partial credit available] Outcome 4: Use and Satisfaction 1.5 points Option A: Demonstrate that 66% or more of surveyed residents visit a park at least once a year --OR-- Option B: Demonstrate that 66% or more of surveyed residents respond favorably regarding the quality of the community's public space and park system STAR Community Rating System,Version 1.2 130 BE -6. Public Spaces I I-. "' BE -6: Public Spaces Local Actions 70% of points available through Actions Action I: Plan Development Adopt a parks and/or open space plan that promotes a community -wide network of public spaces that provide recreational, transportation, and environmental benefits Action 2: Inventory, Assessment or Survey Conduct a study regarding the economic impact of parks and public spaces on the local economy to understand their contributions to community satisfaction and tourism Action 3: Policy and Code Adjustment Adopt regulatory strategies or development incentives to create, maintain, and connect parks and public spaces Action 4: Policy and Code Adjustment Adopt design guidelines for new public spaces and improvements to existing facilities to strengthen environmental benefits and provide visitor amenities Action 5: Partnerships and Collaboration Participate in a local or regional alliance working to improve and expand the community-based or regional park system Note that some organizations may overlap may have shared functions with groups identified in BE-6,Action 5. If so, consider applying for credit under more than one Objective. Action 6: Partnerships and Collaboration Create an advisory board to regularly receive feedback from residents and organizations regarding planning, decision-making, and other issues affecting the quality and availability of parks and public spaces Action 7: Programs and Services Host or partner with a volunteer program to support parks and public space maintenance STAR Community Rating System,Version 1.2 BE -6. Public Spaces BE -6: Public Spaces Action 8: Programs and Services Provide assistance for low-income users to access and use parks and public spaces through subsidy, scholarships, and discounts Action 9: Programs and Services Host programs and events in parks and public spaces that bring the community together and encourage physical activity Action 10: Facility and Infrastructure Improvements Consistently invest sufficient capital and operational funding to create and maintain parks and public spaces STAR Community Rating System,Version 12 BE -6. Public Spaces il BE-7: Transportatio 20 available points PURPOSE Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles traveled EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Mode Split 10 points Achieve the following thresholds for journey -to -work trips: Drive alone maximum: 60% Bike + Walk +Transit minimum: 25% Bike + Walk minimum: 5% Outcome 2: Transportation Affordability 5 points Show that at least 50% of households in the jurisdiction are estimated to spend less than 15% of income on transportation costs Outcome 3: Transportation Safety 5 points Demonstrate that pedestrian and bicyclist fatalities are making incremental progress towards zero fatalities by 2040 [Partial credit available] Outcome 4: Vehicle Miles Traveled [Future Measure] 5 points (suggested) Demonstrate an annual decrease in vehicle miles traveled measured from a baseline year Local Actions 70% of points available through Actions Action I: Plan Development Adopt a bicycle and/or pedestrian master plan that prioritizes future projects to improve safety and access to non -motorized transportation Note that an advisory board, such as a bicycle or pedestrian advisory committee may also assist in preparation of the master plan. If so, apply for credit under HS- Active Living,Action 5. STAR Community Rating System,Version 1.2 BE -7. Transportation Choices 7: JBE-7: Transportation Choices Action 2: Policy and Code Adjustment Adopt a complete streets policy that addresses all users, applies to all projects with limited exceptions, and includes specific next steps for implementation Action 3: Policy and Code Adjustment Subdivision and other development regulations require walkability standards that encourage walking and enhance safety Note that this Action is similar to BE -3: Compact & Complete Com munities, Action 4 except that it addresses community- wide policies and codes, not just higher density, mixed-use areas. Communities may apply for credit in both Local Actions, if applicable. Action 4: Practice Improvements Local government offers employee incentives to encourage commuting by modes other than single -occupancy vehicles Action 5: Enforcement and Incentives Implement at least 2 types of focused enforcement programs to ensure pedestrian, bicycle, and motorist safety Action 6: Facility and Infrastructure Improvements Increase the percentage of households with access to transit Note that this Action is shared with BE -3: Compact & Complete Com munites, Action 10. Action 7: Facility and Infrastructure Improvements Increase the mileage of sidewalks, particularly on arterial or collector roads that connect people with destinations Note that this Action is shared with NS -4: Outdoor Air Quality,Action 9. Action 8: Facility and Infrastructure Improvements Increase the mileage of striped or buffered bicycle lanes, cycle -tracks, parallel off-street paths and/or other dedicated facilities STAR Community Rating System,Version 1.2 BE -7. Transportation Choices M BE -7: Transportation Choices Action 9: Facility and Infrastructure Improvements Establish or support a community -wide public bike share program Action 10: Facility and Infrastructure Improvements Construct or retrofit transportation infrastructure to meet standards in theAmericans with Disabilities Act (ADA) STAR Community Rating System,Version 1.2 135 BE -7. Transportation Choices GOAL AREA: Climate & Energy Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency Introduction The 7 Objectives in STAR's Climate & Energy Goal Area aim to reduce climate impacts and increase resource efficiency in order to create safer and healthier communities. CE -I: Climate Adaptation and CE -2: Greenhouse Gas Mitigation are both critical to achieving reductions in harmful climate impacts and promote monetary and resource savings through decreased energy, water, and materials use. Most of the Objectives in Climate & Energy focus on achieving incremental increases in resource effciencyThrough its ambitious waste reduction targets, CE-TWaste Minimization rewards communities for efforts to reduce, reuse, and recycle materials. CE - 4: Industrial Sector Resource Efficiency, CE -5: Resource Efficient Buildings, and CE -6: Resource Efficient Public Infrastructure encourage communities to reduce energy and water consumption over time. CE -5: Resource Efficient Buildings also provides credit to communities that demonstrate increases in the number of certified green buildings, CE -3: Greening the Energy Supply complements the other Objectives in the Goal Area by addressing the energy sources for the transportation sector and the community's electrical power supply. STAR Community Rating System,Version 1.2 CE.Climate &Energy M Available Points CE- I Climate Adaptation: Strengthen the resilience of communities to 15 5 climate change impacts on built, natural, economic, and social systems CE -2 Greenhouse Gas Mitigation: Achieve greenhouse gas emissions 20 reductions throughout the community Greening the Energy Supply: Transition the local energy supply for CE -3 both transportation and non-mobile sources toward the use of renewable, 15 less carbon -intensive, and less toxic alternatives Industrial Sector Resource Efficiency: Minimize resource use and CE -4 demand in the industrial sector as a means to mitigate greenhouse gas 10 emissions and conserve water CE -5 Resource Efficient Buildings: Improve the energy and water efficiency 15 of the community's residential, commercial, and institutional building stock Resource Efficient Public Infrastructure: Minimize resource use CE -6 and demand in local public infrastructure as a means to mitigate greenhouse 10 gas emissions and conserve water CE -7 Waste Minimization: Reduce and reuse material waste produced in the 15 community Total Credit, Goal Area STAR Community Rating System,Version 1.2 CE.Climate &Energy M W-77 CE -1: Chry ' 15 available points PURPOSE Strengthen the resilience of communities to climate change impacts on the built, natural, economic, and social systems EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Identify 4 core areas of local climate change adaptation concerns. Core areas must apply to at least 3 of 4 general groupings: Built Environment, Economic Environment, Natural Environment, Social Environment Note that the Preliminary Step is required if the applicant is pursuing any credit in the Objective Outcome I: Vulnerability Reduction 10.5 points Demonstrate a measurable reduction in vulnerability in each of the 4 core areas identified locally [Partial credit available] Local Actions 70% of points available through Actions Note thatActions 1-5 are preparatory in nature and are intended to guide the implementation -based Actions 6-8.Applicants may substitute similar actions articulated in the community's climate adaptation plan for Actions 6-8. Action I: Plan Development Adopt a climate change adaptation plan Action 2: Policy and Code Adjustment Require that internal decisions by local government departments use the most current climate science and that staff monitor climate change impacts Action 3: Partnerships and Collaboration Develop a committee that includes climate scientists, adjacent jurisdictions, regional coalitions, state and federal agencies, and/or non-governmental organizations for the purpose of understanding and addressing shared vulnerabilities STAR Community Rating System,Version 1.2 CE -1. Climate Adaptation M CE -l: Climate Adaptation Action 4: Education and Outreach Create an education and outreach campaign to engage citizens and businesses in climate change vulnerability reduction efforts Action 5: Policy and Code Adjustment Adopt zoning code, building code, or other legally binding regulations that address future climate change threats Action 6: Programs and Services Create or enhance programs and services that specifically help address climate change threats Action 7: Enforcement and Incentives Enforce regulations or offer incentives to encourage residents and businesses to shift behaviors to prepare for future climate change impacts Action 8: Facility and Infrastructure Improvements Improve facilities throughout the community to be better prepared for climate change threats 11 STAR Community Rating System,Version 1.2 138 CE -I Climate Adaptation 1111111uiM CE -2: Greenhouse Gas Mitigation 20 available points PURPOSE Achieve greenhouse gas emissions reductions throughout the community EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Greenhouse Gas Emissions Reductions 20 points Demonstrate incremental progress towards achieving an 80% reduction in community -wide greenhouse gas (GHG) emissions by 2050 [Partial credit available] Local Actions 70% of points available through Actions Action I: Plan Development Adopt a climate action plan designed to reduce GHG emissions throughout the jurisdiction Action 2: Policy and Code Adjustment Require GHG emissions to be considered in broader local government planning processes and decision-making Action 3: Education and Outreach Create an education and outreach campaign to engage citizens and businesses in GHG reduction efforts Action 4: Partnerships and Collaboration Establish a climate change advisory group to engage diverse community stakeholders in identifying and implementing GHG reduction strategies Action 5: Practice Improvements Modify local government operations and facilities in order to reduce GHG emissions and serve as a leader in the community STAR Community Rating System,Version 12 CE -2 Greenhouse Gas Mitigation 139 Cil Greenhouse Gas Mitigation Action 6: Policy and Code Adjustment Adopt energy efficiency regulations for buildings within the jurisdiction Note that this Action is similar to CE -5 Resource Efficient Buildings,Action 2. Consider applying for credit under more than one Objective, if relevant. Action 7: Enforcement and Incentives Create incentives to improve opportunities for distributed generation of energy Action 8: Programs and Services Implement specific programs and services or create facility upgrades that transition the community towards the use of alternatives modes of transportation and low -emissions vehicles Action 9: Programs and Services Implement specific programs and services or create facility upgrades that reduce waste in the community STAR Community Rating System,Version 1.2 CE -2 Greenhouse Gas Mitigation m iiiiiiiiiiiuum CE -3: Greening the Energy Supply 15 available points PURPOSE Transition the local energy supply for both transportation and non-mobile sources toward the use of renewable, less carbon -intensive, and less toxic alternatives EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Green Vehicles 5.3 points total including the bonus Part I: Demonstrate increased ownership of alternative fuel vehicles by residents over time --AND-- Part 2: Demonstrate increased ownership of fuel-efficient vehicles by residents over time [Partial credit available] Bonus: Demonstrate a decreased percentage of residents who own motor vehicles This Outcome is repeated in EJ -2: Green Market Development, Outcome 4,with the exception of the bonus. Outcome 2: Electrical Energy Supply 5.3 points Demonstrate that the community receives a portion of its overall energy supply from renewable energy sources [Graduated credit available] Local Actions 70% of points available through Actions Action I: Plan Development Adopt a community -wide plan that includes a comprehensive programmatic and policy approach to shift the community towards alternative fuels and renewable energy sources, especially for non -transportation uses Action 2: Policy and Code Adjustment Create a policy to ensure that the local government's transportation and non -transportation energy supplies increasingly come from renewable and alternative sources Note that this Action is shared With EJ -2: Green Market Development, Action 4. STAR Community Rating System,Version 1.2 CE -3. Greeningthe Energy Supply M CE -3: Greening the Energy Supply Action 3: Policy and Code Adjustment Remove zoning, height, and other regulatory restrictions on the development of small- and medium -scale renewable energy installations and alternative fueling systems Action 4: Partnerships and Collaboration Establish partnerships with critical energy providers and consumers to match renewable energy sources with community energy needs Action 5: Policy or Code Development Adopt a renewable energy or alternative fuel targets for locally owned facilities and vehicles Action 6: Enforcement and Incentives Create incentive programs to support the development of renewable and alternative fuel infrastructure Action 7: Enforcement and Incentives Use a feed -in tariff or other financial mechanisms to increase the mix of renewable energy sources supplied to residents Action 8: Programs and Services Run a net -metering program that encourages the development of small-scale renewable energy sources Action 4: Facility and Infrastructure Improvements Work with state and regional partners to electrify truck stops to reduce idling and unnecessary emissions Action 10: Facility and Infrastructure Improvements Install electric vehicle charging stations Note that this Action is shared with EJ -2: Green Market Development, Action 10. Action 11: Facility and Infrastructure Improv= '* Build the necessary distribution infrastructure to support further investment in renewable energy sources STAR Community Rating System,Version 1.2 CE -3. Greeningthe Energy Supply M 111101111011 E-4: Industrial Sector Resource Efficiency available points PURPOSE Minimize resource use and demand in the industrial sector as a means to mitigate greenhouse gas emissions and conserve water EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome 1: Energy Efficiency 7 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in the energy use of industrial sector operations [Partial credit available] Outcome 2: Water Efficiency 3 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in the water use of industrial sector operations [Partial credit available] Local Actions 70% of points available through Actions Applicants are encouraged to provide documentation for both energy and water in each Local Action; however, submissions that focus specifically on energy or water will be considered for credit. Action I: Plan Development Adopt a plan designed to improve the resource efficiency of the community's industrial sector Action 2: Policy .and Code Aclm trrt - Adopt policies that promote shifts to improved data collection Action 3: Policy and Code Adjustment Adopt regulations or codes that promote the industrial sector to reduce energy and water use STAR Community Rating System,Version 1.2 CE -4 Industrial Sector Resource Efficiency M CE -4: Industrial Sector Resource Efficiency Action 4: Partnerships and Collaboration Partner with organizations to encourage the collection and reporting of energy and water use data from the industrial sector Action 5: Partnerships and Collaboration Work collaboratively with industrial sector leaders to set local targets and strategies to reduce energy and water use Action 6: Education and Outreach Create training and educational opportunities for industrial sector employees to learn about current best practices and techniques for reducing energy and water use Action 7: Programs and Services Administer programs that support the industrial sector's transition to less energy and water intensive practices Action 8: Enforcement and Incentives Create financial incentives or industry -focused challenges to encourage companies to reduce the intensity of their resource consumption Action 9: Facility and Infrastructure Improvements Develop the necessary infrastructure for the industrial sector to transition to less resource intensive practices 11 STAR Community Rating System,Version 1.2 144 CE -4. Industrial Sector Resource Efficiency CE -5: Resource Efficient Buildings 15 available points PURPOSE Improve the energy and water efficiency of the community's residential, commercial and institutional building stock EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome 1: Energy Efficiency 6 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in the energy use intensity of the community's building stock [Partial credit available] Outcome 2: Water Efficiency 6 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in the water use intensity of the community's building stock [Partial credit available] Outcome 3: Green -Certified Building Stock 3 points Part I: Increase over time the percentage of non-residential buildings achieving certification in STAR -qualifying comprehensive green building programs --AND-- Part 2: Increase over time the percentage of residential units achieving certification in STAR -qualifying comprehensive green building programs [Partial credit available] Note that this Outcome is repeated in EJ -2: Green Market Development, Outcome 2. Local Actions 70% of points available through Actions Applicants are encouraged to provide documentation for both energy and water in each Local Action; however, submissions that focus specifically on energy or water will be considered for credit. Action I: Plan Development Adopt a building energy efficiency plan to improve the energy and water efficiency of commercial, residential, and institutional buildings in the community STAR Community Rating System,Version 1.2 CE -5. Resource Efficient Buildings 0 UACE-5: Resource Efficient Buildings Action 2: Policy and Code Adjustment Adopt or upgrade building codes to ensure that new and renovated buildings are more water and energy efficient Note that this Action is similar to CE -2 Greenhouse Gas Mitigation, Action 6. Consider applying for credit under more than one Objective, if relevant. Action 3: Policy and Code Adjustment Adopt an energy and water use information disclosure ordinance requiring energy and water users to disclose consumption levels Action 4: Education and Outreach Create an education and outreach campaign or challenge to engage citizens and businesses in energy and water efficiency efforts Action 5: Partnerships and Collaboration Establish a committee to provide recommendations on policies related to resource efficiency in buildings OR integrate this role into the work of existing committees Action 6: Partnerships and Collaboration Work with the local utilities to improve energy efficiency programs and increase sub -metering throughout the community Action 7: Practice Improvements Train inspectors to enforce water and energy efficiency standards in adopted building codes Action 8: Enforcement and Incentives Create incentives to encourage the construction of energy and water efficient certified buildings Action 9: Programs and Services Create a program to help homeowners and renters upgrade to more energy and water efficient homes Action 10: Facility and Infrastructure Improv�rnents Renovate local government buildings to improve energy and water use efficiency STAR Community Rating System,Version 1.2 146 CE -5. Resource Efficient Buildings : Resource Efficient Public Infrastructure 10 available points PURPOSE Minimize resource use in local infrastructure as a means to mitigate greenhouse gas emissions and conserve water EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Preliminary Steps: I. For Outcome I: Select public infrastructure which comprises an estimated 50% of the community's infrastructure -based energy consumption 2. For Outcome 2: Select public infrastructure which comprises an estimated 50% of the community's infrastructure -based water consumption Note that the Preliminary Step is required if the applicant is pursuing any credit in the Objective. Outcome 1: Energy Efficiency 7 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in energy use by selected public infrastructure [Partial credit available] Outcome 2: Water Efficiency 3 points Demonstrate incremental progress towards achieving an 80% reduction by 2050 in water use by selected public infrastructure [Partial credit available] Local Actions 70% of points available through Actions Applicants are encouraged to provide documentation for both energy and water in each Local Action; however, submissions that focus specifically on energy or water will be considered for credit. Action I: Policy and Code Adjustment Develop targeted strategies to improve the resource efficiency of public infrastructure systems Action 2: Practice Improvements Require public infrastructure managers to consider thorough energy and water consumption implications when designing and installing new infrastructure components STAR Community Rating System,Version 1.2 CE -6. Resource Efficient Public Infrastructure M CE -6: Resource Efficient Public Infrastructure Policy and Code Adjustment Adopt codes or design standards for new public infrastructure that will increase energy and water efficiency Action 4: Partnerships and Collaboration Partner with state or regional entities that own or operate infrastructure within the jurisdiction to develop strategies to reduce energy and water usage Action 5: Partnerships and Collaboration Engage public works and infrastructure managers in voluntary GHG reporting Action 6: Practice Improvements Develop training programs for infrastructure operators on energy and water efficiency techniques Action 7: Facility and Infrastructure Investments Make specific upgrades to infrastructure systems that will increase energy and water efficiency Action 8: Facility and Infrastructure Investments Increase sub -metering from specific infrastructure systems to collect better information on energy and water use STAR Community Rating System,Version 1.2 148 CE -6. Resource Efficient Public Infrastructure =uu� E-7: Waste Minimization available points PURPOSE Reduce and reuse material waste produced in the community EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Total Solid Waste 15 points Demonstrate incremental progress towards achieving a 100% reduction by 2050 in total solid waste generated within the jurisdiction that is disposed of via landfill, waste -to -energy facility, or incinerator [Partial credit available] Local Actions 70% of the points available through Actions Action I: Plan Development Adopt a waste management plan that identifies the community's greatest sources of waste, sets formal waste reduction targets and establishes actions to help reach the community's waste reduction aims Action 2: Policy and Code Adjustment Adopt specific product bans that will significantly advance progress towards waste reduction goals Note that some of these activities may overlap EJ -2: Green Market Development,Action 8. If so, consider applying for credit under more than one Objective. Action 3: Education and Outreach Create a public education campaign or a focused outreach effort to inform residents and businesses of their roles in achieving waste reduction targets Action 4: Partnerships and Collaboration Develop or participate in a regional coalition that enhances the community's ability to address waste management targets STAR Community Rating System,Version 1.2 CE -7. Waste Minimization pry ..�. CE -7: Waste Minimization Action 5: Enforcement and Incentives Implement incentives or enforce regulations ensuring that residents and businesses are working toward community waste reduction targets Note that some of these activities may overlap with Actions identified in EJ -2: Green Market Development. If so, consider applying for credit under more than one Objective. Action 6: Programs and Services Provide services to enable residents and businesses to recycle and reduce their waste footprint Action 7: Programs and Services Collaboratively create and run at least 2 targeted recycling programs at key locations throughout the community Action 8: Programs and Services Operate at least 2 specific waste management programs for critical waste stream types found in the community, such as: organic waste, hazardous waste, electronic waste, and construction and demolition waste Action 9: Facility and Infrastructure Improvements Create a Materials Recovery Facility (MRF) for the community STAR Community Rating System,Version 1.2 CE -7. Waste Minimization M GOAL AREA: Economy & Jobs �Ir Create equitably shared prosperity and access to quality jobs Introduction The 6 Objectives of STAR's Economy & Jobs Goal Area work together to promote equitably shared prosperity and access to quality jobs. For example, EJ- I: Business Retention & Development and EJ -3: Local Economy both focus on supporting existing businesses within the community to retain workers and drive expansion to create a self-reliant local economy. Recognizing that a robust local economy also needs to attract and incubate new businesses, EJ-5:Targeted Industry Development and EJ -2: Green Market Development seek to fortify existing industry clusters and promote emerging green industries that protect the environment while strengthening and diversifying the local economy EJ -6: Workforce Readiness recognizes the importance of a skilled workforce to fulfill local business needs and take advantage of available job opportunities, while EJ -4: Quality Jobs & Living Wages evaluates workers' quality of life through increased household income and living wages. Objective Number Objective Title and Purpose Available Points Business Retention & Development: Foster economic prosperity EJ- I and stability by retaining and expanding businesses with support from the 20 business community EJ -2 Green Market Development: Increase overall market demand for 15 products and services that protect the environment EJ -3 Local Economy: Create an increasingly self-reliant community through 15 a robust local economy with benefits shared by all Quality Jobs & Living Wages: Expand job opportunities that EJ -4 support upward economic mobility and provide sufficient wages so that 20 working people and their families can afford a decent standard of living Targeted Industry Development: Increase local competitiveness EJ -5 by strengthening networks of businesses, suppliers, and associated 15 institutions Workforce Readiness: Prepare the workforce for successful EJ -6 employment through increasing attainment of post -secondary education 15 and improving outcomes of workforce development programs 00 STAR Community Rating System,Version 1.2 EJ'. Economy&jobs PURPOSE -1: Business Retention & Development available points Foster economic prosperity and stability by retaining and expanding businesses with support from the business community EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Businesses 6.7 points Option A: Demonstrate an increased number of business establishments in the county over time --OR-- Option B: Demonstrate an increased number of business establishments in the municipality over time Outcome 2: Annual Sales 6.7 points Demonstrate an increase in annual sales from businesses located in the jurisdiction over time Outcome 3: Employment 6.7 points Part I: Demonstrate an increase in the percentage of residents employed over time --AND-- Part 2: Demonstrate a decrease in the unemployment rate of residents over time [Partial credit available] Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Negotiate project labor agreements, community benefit agreements, and local hiring agreements Action 2: Partnerships and Collaboration Formally engage with the business community on a regular basis to improve conditions and address specific needs Action 3: Partnerships and Collaboration Appoint an advisory body to provide recommendations and represent the business community in local decision- making STAR Community Rating System,Version 1.2 152 F-1 Business Retention & Development ill EJ- I: Business Retention & Development Action 4: Partnerships and Collaboration Engage in regional coordination with other governmental, public, private, and non-governmental entities to attract and retain businesses in the region Action 5: Enforcement and Incentives Utilize tax incentives to retain or expand businesses, including property tax abatement, local sales tax rebates, and/ or tax increment financing (TIF) Action 6: Enforcement and Incentives Provide direct financial assistance to businesses in the form of municipal bonds, grants, or loans Action 7: Enforcement and Incentives Support business development activities in special investment zones, such as Business Improvement Districts, Enterprise Zones, or other similar districts Action 8: Programs and Services Provide direct services and trainings tailored to the needs of the business community Action 9: Programs and Services Provide focused support, resources, and services to young entrepreneurial companies through business incubators STAR Community Rating System,Version 12 EJ -1 Business Retention & Development EJ -2: Green Market Development 15 available points PURPOSE Increase overall market demand for products and services that protect the environment EVALUATION MEASURES 70% of points available through Outcomes Community Level Outcomes Outcome I: Community Resource Efficiency 2.6 points Demonstrate decreased greenhouse gas (GHG) intensity over time Outcome 2: Green -Certified Building Stock 2.6 points Part I: Increase over time the percentage of non-residential buildings achieving certification in STAR -qualifying comprehensive green building programs --AND-- Part 2: Increase over time the percentage of residential units achieving certification in STAR -qualifying comprehensive green building programs [Partial credit available] Note that this Outcome is repeated in CE -5: Resource Efficient Buildings, Outcome 1. Outcome 3: Renewable Energy Use 2.6 points Demonstrate an increased number of renewable energy certificates (RECs) purchased by residents annually Outcome 4: Green Vehicles 2.6 points Part I: Demonstrate increased ownership of alternative fuel vehicles by residents over time --AND-- Part 2: Demonstrate increased ownership of fuel-efficient vehicles by residents over time [Partial credit available] Note this Outcome is repeated in CE -3: Greening the Energy Supply, Outcome 1. STAR Community Rating System,Version 1.2 EJ -2 Green Market Development M EJ -2: Green Market Development Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Amend existing local economic policies and strategies to increase market demand for green products and services Action 2: Policy and Code Adjustment Adopt policies and regulations that increase overall market demand for green buildings and associated materials, renewable energy products and infrastructure, and recyclable products Note that some of these activities may overlap with Actions identified in CE -5: Resource Efficient Buildings or CE-7:Waste Minimization. If so, consider applying for credit under more than one Objective. Action 3: Policy and Code Adjustment Review and amend zoning regulations to remove barriers or provide flexibility for green businesses Action 4: Policy and Code Adjustment Create a green purchase policy to ensure that the local government's transportation and non -transportation energy supplies increasingly come from renewable and alternative sources Note that this Action is shared with CE -3: Greening the Energy Supply,Action 2. Action 5: Partnerships and Collaboration Partner with other local governments, community groups, and private entities in the region to articulate an overarching sustainable economic development strategy and work collaboratively to increase demand for green products and services Action 6: Education and Outreach Create educational materials to define the larger vision of economic sustainability as one that proactively fosters green businesses, green jobs, and green practices Action 7: Practice Improvements Create an environmentally preferable purchasing program for local government procurement of safe, healthy, and environmentally responsible products STAR Community Rating System,Version 1.2 EJ -2 Green Market Development EJ -2: Green Market Development Action 8: Programs and Services Create programs to help businesses transition to new green practices Action 9: Programs and Services Implement a green business promotion program Action 10: Facility and Infrastructure Improvements Install electric vehicle charging stations Note that this Action is shared with CE -3: Greening the Energy Supply,Action 10. Jill STAR Community Rating System,Version 1.2 1S6 EJ -2 Green Market Development EJ -3: Local Economy 15 available points PURPOSE Create an increasingly self-reliant community through a robust local economy with benefits shared by all EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Community Self -Reliance 5.3 points Demonstrate that 50% of import sectors have increasing location quotients over the past 3 years Outcome 2: Local Financial Institution Deposits 5.3 points Increase the total funds deposited in locally owned and operated financial institutions over time Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Conduct an assessment of local economic conditions, including economic leakage and targeted sectors for future investment Action 2: Plan Development Adopt an economic localization plan to increase local production for local consumption and export Action 3: Policy and Code Adjustment Promote purchasing preferences for locally -produced goods and services in anchor institutions, including the local government Note that this Action is similar to the environmental purchasing policies identified in CE -3: Greening the Energy Supply, Action 2 (same as EJ -2: Green Market Development, Action 4). If any of these policies also have a provision for local purchasing, consider applying for credit under more than one Objective. Jill STAR Community Rating System,Version 1.2 157 EJ -3. Local Economy EJ -3: Local Economy Action 4: Education and Outreach Create or support promotional campaigns to bank locally, buy locally, or buy from small and independent businesses and retailers Action 5: Enforcement and Incentives Provide incentives for businesses that use materials produced within the region and sell their products within the region Action 6: Programs and Services Provide support services to targeted sectors to strengthen value chain infrastructure and develop market channels Action 7: Programs and Services Connect entrepreneurs and business owners with lenders and investors to facilitate investment in the local economy Action 8: Programs and Services Support import substitution strategies that positively impact key sectors of the local economy STAR Community Rating System,Version 1.2 158 EJ -3. Local Economy EJ -4: Quality Jobs & Living Wages 20 available points PURPOSE Expand job opportunities that support upward economic mobility and provide sufficient wages so that working people and their families can afford a decent standard of living EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Median Household Income 10 points Increase real median household income overtime Outcome 2: Living Wages 10 points Demonstrate that 80% of household incomes in the jurisdiction meet or exceed the living wage standard Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Enact a living wage policy for local government employees and contractors Action 2: Policy and Code Adjustment Enact family -friendly workplace policies for all local government employees that include at least 2 of the following benefits: paid sick days, paid family leave, flexible scheduling, job sharing, and easily available childcare Action 3: Policy and Code Adjustment Require that local government contractors provide at least 2 of the following benefits to their employees: paid sick days, paid family leave, flexible scheduling, job sharing, and easily accessible childcare Action 4: Policy and Code Adjustment Align local economic development policy strategies with workforce development programs Note that this Action is shared with EJ -6: Quality jobs and Living Wages, Action 2. STAR Community Rating System,Version 1.2 EJA Quality jobs & Living Wages M . EJ -4: Quality Jobs & Living Wages Action 5: Education and Outreach Support living wage campaigns in the community Action 6: Education and Outreach Support a Best Places to Work campaign to recognize local businesses that support employees and their families Action 7: Partnerships and Collaboration Maintain collective bargaining relationships with public employee labor organizations that represent local government workers Action 8: Programs and Services Provide training programs and assistance to local businesses to encourage them to provide family -friendly workplace policies and extended benefits Note that some of these activities may overlap with programs and services identified in EE -6: Poverty Prevention, Action 5. If so, consider applying for credit under more than one Objective. Action 9: Programs and Services Provide job training and assistance programs for employees and employers in professions or sectors where wages are below the living wage Note that some of these activities may overlap with programs and services identified in EE -6: Poverty Prevention, Action 6. If so, consider applying for credit under more than one Objective. Action 10: Enforcement and Incentives Enforce the living wage policy with a living wage officer or equivalent function Note this Action is only available to communities that have adopted a living wage policy, as described in Action 1. STAR Community Rating System,Version 1.2 EJ -4. Quality jobs & Living Wages M EJ -5: Targeted Industry Development 15 available points PURPOSE Increase local competitiveness by strengthening networks of businesses, suppliers, and associated institutions EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Locally define at least 3 targeted industry sectors for evaluation Note that the Preliminary Step is required if the applicant is pursuing credit in the Outcomes or Actions 2-7. Outcome 1: Targeted Industry Businesses 3.5 points Increase the total number of new businesses in targeted industry sectors over time [Partial credit available] Outcome 2: Targeted Industry Sales 3.5 points Increase the annual sales or total value of businesses in targeted industry sectors over time [Partial credit available] Outcome 3: Targeted Industry Employment 3.5 points Increase total employment in targeted industry sectors over time [Partial credit available] Local Actions 70% of points available through Actions Where indicated, Local Actions should refer to the targeted industry sectors identified in the Preliminary Step. Action 1: Inventory, Assessment or Survey Conduct a local economic analysis or participate in the development of a regional analysis of existing industry sectors to understand current needs and opportunities Action 2: Inventory, Assessment or Survey Invest in market studies and research to support the continued growth and expansion of targeted industry sectors STAR Community Rating System,Version 1.2 EJ -5 Targeted Industry Development W;3 EJ -5: Targeted Industry Development Action 3: Partnerships and Collaboration Coordinate or support local and regional associations or formal networks of related businesses in the targeted industry sectors Action 4: Partnerships and Collaboration Coordinate with universities, community colleges, the local Workforce Investment Board, private firms, and other community stakeholders to align research, workforce development, and resources to support targeted industry sectors Action 5: Education and Outreach Educate residents about the economic impact of targeted industry sectors in the community Action 6: Enforcement and Incentives Use tax incentives to attract, retain, or expand businesses in targeted industry sectors Action 7: Enforcement and Incentives Provide direct financial assistance, such as local bonds, grants, or loans, to attract, retain, or expand businesses in targeted industry sectors Action 8: Programs and Services Provide capacity building services and support for professionals in emerging and existing targeted industry sectors STAR Community Rating System,Version 12 EJ -5 Targeted Industry Development EJ -6: Workforce Readiness 15 available points PURPOSE Prepare the workforce for successful employment through increasing attainment of post -secondary education and improving outcomes of workforce development programs EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Trained Workforce 5.3 points Demonstrate improvements in workforce training outcomes for participants over the past 3 years Outcome 2: Workforce Mobility 5.3 points Demonstrate increased post -secondary educational attainment in the community over time Local Actions 70% of points available through Actions Action I: Plan Development Adopt a workforce development plan or comprehensive strategy to educate, train, and prepare residents for local employment opportunities Action 2: Policy and Code Adjustment Align local economic development policy strategies with workforce development programs Note that this Action is shared with EJ -4: Quality Jobs and Living Wages, Action 4. Action 3: Policy and Code Adjustment Require local government contractors and entities receiving financial incentives to prioritize hiring local residents Action 4: Policy and Code Adjustment Participate in and promote community workforce agreements or project labor agreements STAR Community Rating System, kersion 1.2 EJ -6. Workforce Readiness M iEJ -6: Workforce Readiness Action 5: Partnerships and Collaboration Create a workforce development committee to align post -secondary education, workforce development training programs, and economic development strategies Action 6: Partnerships and Collaboration Create data sharing agreements between the local government and private sector employers to maximize the availability and use of data in economic and workforce development planning Action 7: Practice Improvements Produce an annual report that tracks workforce readiness performance measures Action 8: Programs and Services Provide support services and training tailored to the needs of the local workforce Note that some of these activities may overlap with programs and services identified in EE -6: Poverty Prevention, Action 6. If so, consider applying for credit under more than one Objective. Action 9: Programs and Services Support expansion of community college programs to address the educational and training needs of the local workforce Note that some of these activities may overlap with programs and services identified in EE -6: Poverty Prevention, Action 6. If so, consider applying for credit under more than one Objective. Action 10: Facility and Infrastructure Improvements Invest in community college facilities and capital improvements to accommodate residents and members of the local workforce STAR Community Rating System,Version 1.2 EJ -6. Workforce Readiness M GOAL AREA: Education, Arts & Community Empower vibrant, educated, connected, and diverse communities Introduction The 5 Objectives of STAR's Education,Arts & Community Goal Area promote an educated, cohesive, and socially connected community. EAC -3: Educational Opportunity & Attainment evaluates achievement and equitable access to a quality education so that all students may realize their full potential. EAC- I:Arts & Culture and EAC -5: Social & Cultural Diversity respect and celebrate the contributions that the arts and diversity bang to vibrant neighborhoods and communities. Recognizing the importance of social connections Within the community, EAC -4: Historic Preservation seeks to preserve the historical buildings and cultural resources that link the community to its past, while EAC -2: Community Cohesion encourages positive social interaction amongst neighbors. Objective Number Objective Title and Purpose Available Points EAC- I Arts & Culture: Provide a broad range of arts and cultural resources 15 and activities that encourage participation and creative self-expression Community Cohesion: Ensure a cohesive, connected community EAC -2 through adequate venues for community interaction, community 15 building activities and events, and the sharing of information about community issues and services EAC -3 Educational Opportunity & Attainment: Achieve equitable 20 attainment of a quality education for individuals from birth to adulthood Historic Preservation: Preserve and reuse historic structures and EAC -4 sites to retain local, regional, and national history and heritage, reinforce 10 community character, and conserve resources EAC -5 Social & Cultural Diversity: Celebrate and respect diversity and 10 represent diverse perspectives in community decision-making Total Credit, Goal Area 70 STAR Community Rating System,Version 1.2 EAC. Education, Arts&Community M ;N;,wi�„tea„M,,;r m AC -1: Arts & Cultu available points PURPOSE Provide a broad range of arts and cultural resources and activities that encourage participation and creative self- expression EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Creative Industries 7.5 points Demonstrate that creative industries represent at least a 5% share of all businesses in the county Outcome 2: Attendance and Participation 7.5 points Part I: Demonstrate that at least 35% of adult residents in the county attend a live performing arts event annually --AND-- Part 2: Demonstrate that at least 20% of adult residents in the county visit an art museum annually [Partial Credit Available] Local Actions 70% of points available through Actions Action I: Plan Development Adopt a strategic plan to protect, enhance, and expand the community's arts and cultural resources and strengthen creative industries Action 2: Policy and Code Adjustment Adopt a percent -for -art ordinance requiring public art to be installed as part of new major public development projects Action 3: Enforcement and Incentives Establish enterprise zones, arts or cultural districts, or overlay zoning that encourages businesses in the creative industries to cluster together and integrate with surrounding neighborhoods STAR Community Rating System,Version 1.2 EAC-I.A-A&Culture M �EDUCAT1ON,ARTS & COM1111UMPT EAC- I: Arts & Culture Action 4: Partnerships and Collaboration Collaborate with private, nonprofit, or regional organizations to increase access to and participation in the arts Action 5: Practice Improvements Track participation and attendance at major community arts and cultural events, performances, festivals, and programs Action 6: Programs and Services Provide financial or logistical support to local arts, festivals, performances, or cultural tourism Action 7: Programs and Services Hire local artists to create artwork, sculptures, or perform in public spaces Action 8: Programs and Services Develop special programs to advance arts education that is aligned with core curriculum in all public schools, especially early elementary grades Action 9: Programs and Services Provide entrepreneurial and workforce development training programs that serve artists, writers, designers, and other creative industries professionals Action 10: Facility and Infrastructure Improvements Ensure that major arts and cultural facilities are accessible to people with disabilities Action 11: Facility and Infrastructure Improvements Protect and maintain local public artworks and cultural resources for future generations STAR Community Rating System,Version 12 EAC-I.A-A&Culture M AC -2: Comin available points PURPOSE iiii iii iii iii iii iii iii mi iii Ensure a cohesive, connected community through adequate venues for community interaction, community building activities and events, and the sharing of information about community issues and services EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Community Venues 7.4 points Demonstrate that at least 75% of residents live within I mile of a community venue that is open to the public and offers free services and/or events for residents Outcome 2: Neighborhood Cohesion 3.2 points Demonstrate an increased percentage of neighborhoods reporting positive levels of neighborhood cohesion through community surveys Local Actions 70% of points available through Actions Action I: Plan Development Adopt neighborhood plans that guide future development, recommend strategies to create or preserve community venues, and address neighborhood -specific issues Action 2: Policy and Code Adjustment Adopt zoning and development regulations that support or incentivize farmers markets, community gardens, and urban agriculture Note that this action is shared With HS -4: Food Access and Nutrition, Action 2. Specific zoning and development incentives for healthy food are addressed in HS -4: Food Access & Nutrition, Action 11. STAR Community Rating System,Version 1.2 EAC -2 Community Cohesion M �EDUCATION,ARTS & COMMUNITY EAC -2: Community Cohesion Action 3: Education and Outreach Provide access to information about community issues, programs, services, and activities that is also accessible to non-English speaking residents Note that EE -2: Civil & Human Nghts,Action 7 also references translation services. Applicants may apply for credit under both Actions if they meet the relevant requirements. Action 4: Partnerships and Collaboration Partner with neighborhood associations, community organizations, and local service providers to identify and address neighborhood -specific needs Note that some of these activities may overlap With programs and services identified in BE -I :Ambient Noise & Light, BE - 7: Transportation Choices, and EAC -5: Social & Cultural Diversity. If so, consider applying for credit under more than one Objective. Action 5: Partnerships and Collaboration Support neighborhood advisory councils to encourage dialogue on community issues and build the social capital of neighborhoods Action 6: Practice Improvements Establish a department with staff assigned to work as liaisons with specific neighborhoods Action 7: Programs and Services Provide direct funding and management of at least 2 types of community and neighborhood venues Action 8: Programs and Services Provide capacity -building programs to enable community leaders and groups to self -organize, resolve issues, and cultivate leadership Note that some activities may overlap with violence prevention programs and services identified in HS -7: Safe Communities, Action 7. If so, consider applying for credit under more than one Objective. STAR Community Rating System,Version 1.2 EAC -2 Community Cohesion M �EDUCATION,ARTS & COMMUNITY EAC -2: Community Cohesion Action 9: Programs and Services Provide programs that support the development of positive, strong youth leaders, particularly in low-income and/ or minority neighborhoods Note that this Action is shared with EAC -5: Social & Cultural Diversity, Action 8. Also, some activities may overlap with school-based violence prevention programs and services identified in HS -7: Safe Communities, Action 8. If so, consider applying for credit under more than one Objective. Action 10: Programs and Services Provide financial or logistical support for publicly accessible neighborhood events, activities, and programming, particularly in low-income and/or minority neighborhoods STAR Community Rating System,Version 1.2 EAC -2 Community Cohesion 0 AC -3: Educational Opp unity & Attainment available points PURPOSE Achieve equitable attainment of a quality education for individuals from birth to adulthood EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Reading Proficiency 6.7 points Demonstrate at least 85% of third grade public school students meet or exceed reading proficiency Outcome 2: Graduation Rate 6.7 points OptionA:Achieve a 90% average 4 -year adjusted cohort high school graduation rate for all public schools in the jurisdiction --OR-- Option B: Demonstrate incremental progress towards a 90% average 4 -year adjusted cohort high school graduation rate for all public schools in the jurisdiction in the past 3 years [Partial credit applies] Outcome 3: Graduation Rate Equity 6.7 points Increase, or maintain at 90% or above, the average 4 -year adjusted cohort high school graduation rate for all students in all public schools in the jurisdiction from selected underperforming groups of race/ethnicity, special education, English language learners, or income Local Actions 70% of points available through Actions Action I: Partnerships and Collaboration Engage local education authorities, teachers, families, and young people to advance collaborative decision-making and a community -driven framework for improving education Action 2: Partnerships and Collaboration Strengthen opportunities for parental and community involvement in schools STAR Community Rating System,Version 1.2 EAC -3. Educational Opportunity&Attainment M �EDUCATION,ARTS & COMMUNITY EAC -3: Educational Opportunity & Attainment Action 3: Practice Improvements Prepare an annual progress report for the public outlining the local school system's performance Action 4: Programs and Services Provide funding or other resources to support Head Start programs in the community Action 5: Programs and Services Provide full-day kindergarten for low-income students and students with special needs Action 6: Programs and Services Program or support after-school activities, tutoring, extended day and/or summer programs for students who need additional academic assistance Action 7: Programs and Services Offer multiple pathways to graduation as a way to improve educational outcomes for students Action 8: Programs and Services Implement career pathway initiatives STAR Community Rating System,Version 1.2 172 EAC -3. Educational Opportunity &Attainment AC -4: Historic Preservation available points JdWL uYlIIy''''�ry � PURPOSE Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Local Historic District(s) 1.4 points Designate at least one local historic district with specific design standards and a process for reviewing new projects Outcome 2: Preserved Structures and Sites 2.1 points Increase over time the annual average number of structures and sites designated as local historic landmarks, added to local historic districts, and/or rehabilitated, restored, or converted through adaptive reuse Outcome 3: Green Retrofits 2.1 points Increase over time the annual number of historic structures retrofitted or rehabilitated with energy efficiency or clean energy technologies Outcome 4: Economic Impact 1.4 points Demonstrate that historic preservation efforts have had a positive, measurable impact on the local economy Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Create an inventory of designated and eligible historic structures and sites in the community Bonus: Inventory includes archeological resources Action 2: Plan Development Adopt a historic preservation plan that establishes community priorities for preservation STAR Community Rating System,Version 1.2 EAC -4. Historic Preservation M �EDUCAT1ON9ARTS & COMMUNITY EAC -4: Historic Preservation Action 3: Policy and Code Adjustment Adopt a historic preservation ordinance that establishes procedures for designation of local historic districts and landmarks and authorizes establishment of a historic preservation commission Action 4: Policy and Code Adjustment Adopt land use, zoning, and design regulations that support and reinforce existing community character in older and historic neighborhoods and commercial areas, and promote development of sensitive, compatible infill Action 5: Partnerships and Collaboration Collaborate with local nonprofit or for-profit entities to support local events, recognition programs, and tourism efforts that celebrate and leverage the economic value of local historic resources Action 6: Practice Improvements Achieve Certified Local Government status, as recognized by the National Park Service Action 7: Enforcement and Incentives Establish a demolition by neglect ordinance Action 8: Enforcement and Incentives Provide incentives to encourage the rehabilitation of historic buildings and reinvestment in older and historic neighborhoods and commercial areas Action 9: Programs and Services Provide local financial assistance to low- and moderate -income homeowners, residents, seniors, and/or businesses vulnerable to rising real estate values and maintenance costs associated with historic preservation Action 10: Programs and Services Provide technical assistance to property owners or nonprofit organizations seeking to add properties or historic districts to the National Register of Historic Places or the comparable state register STAR Community Rating System,Version 12 EAC -A. Historic Preservation M AC -5: Social ) available points PURPOSE iiii iii iii iii iii iii iii mi iii Celebrate and respect diversity and represent diverse perspectives in community decision-making EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Diverse Community Representation 3.5 points Demonstrate that appointments to local advisory boards and commissions reflect the racial and ethnic diversity of the community Outcome 2: Social and Cultural Activities 3.5 points Demonstrate that public events celebrating social and cultural diversity are held in the community Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Conduct an assessment of the community's social and cultural diversity to inform local government actions Action 2: Inventory, Assessment or Survey Use the Diversity Index to analyze the effectiveness of policies, programs, service delivery, and infrastructure investments Action 3: Policy and Code Adjustment Adopt a policy to encourage diversity in local government appointments to advisory boards and commissions Note that this Action is shared Wth EE -1: Civic Engagement, Action 1. STAR Community Rating System,Version 1.2 EAC-5.Social &Cultural Diversity M �EDUCATION,ARTS & COMMUNITY EAC -5: Social & Cultural Diversity Action 4: Education and Outreach Promote events and programs that recognize and celebrate social and cultural diversity in the community Note that this Action is shared with EE -4: Equitable Services &Access,Action 3. Action 5: Practice Improvements Provide equity and diversity training for local government staff Note that this Action is shared with EE -4: Equitable Services &Access,Action 6. Action 6: Practice Improvements Establish an office within the jurisdiction to ensure access, equity, and inclusion in policies, programs, procedures, and service delivery Note that this office may fulfill some of the activities identified in EE -5: Human Services,Acton 2. If so, consider applying for credit under more than one Objective. Action 7: Programs and Services Provide leadership and training programs that encourage and support diverse representation on local boards and commissions Action 8: Programs and Services Provide programs that support the development of positive, strong youth leaders, particularly in low-income and/ or minority neighborhoods Note that this Action is shared with EAC -2: Community Cohesion,Action 9. Also, some activities may overlap with school- based violence prevention programs and services identified in HS -7: Safe Communities, Action 8. If so, consider applying for credit under more than one Objective. Action 9: Programs and Services Provide financial or logistical support to programs, activities, or events that celebrate and deepen understanding and respect for the community's diversity STAR Community Rating System,Version 1.2 EAC-5.Social &Cultural Diversity 0 GOAL AREA: Equity & Empowerment Ensure equity, inclusion, and access to opportunity for all residents Introduction The 6 Objectives in STAR's Equity & Empowerment Goal Area promote equity, inclusion, and access to opportunity for all residents. EE -1: Civic Engagement measures citizen participation in civic affairs through voting and volunteensm,as well as their feelings of empowerment in influencing local decision-making. Other Objectives ensure that benefits and burdens of development are equitably distributed across the community. EE -2: Civil & Human Rights promotes the full enjoyment of civil and human rights by all residents in the community. EE -4: Equitable Services & Access evaluates the distribution of foundational community assets, such as tree canopy, schools, and transit, and rewards communities for reducing disparities in access. EE -3: Environmental justice seeks relief for low-income persons and minorities from unfair environmental, economic, and health impacts. Finally, Objectives in the Equity & Empowerment Goal Area enable all residents to lead lives of dignity. EE -5: Human Services assures that local programs are in place to meet basic human needs, and that priority populations are receiving assistance with the end goal of increasing self-sufficiency. EE -6: Poverty Prevention &Alleviation measures the decrease in poverty overtime and the ability of people living in poverty to obtain greater economic stability. STAR Community Rating System,Version 1.2 EE.Equity&Empowerment E EE -I Civic Engagement: Improve community well- being through participation 15 in local decision-making and volunteering with community organizations EE -2 Civil & Human Rights: Promote the full enjoyment of civil and human 10 rights for all residents in the community Environmental justice: Reduce polluted and toxic environments with EE -3 an emphasis on alleviating disproportionate health hazards in areas where 15 low-income residents and persons of color live EE -4 Equitable Services & Access: Ensure equitable access to foundational 20 community assets within and between neighborhoods and populations Human Services: Ensure high quality human services programs are EE -S available and utilized to guarantee basic human needs so that all residents 20 lead lives of dignity Poverty Prevention & Alleviation: Prevent people from falling into EE -6 poverty and proactively enable those who are living in poverty to obtain 20 greater, lasting economic stability and security STAR Community Rating System,Version 1.2 EE.Equity&Empowerment E PURPOSE EE -1: Civic Engagement 15 available points N11111111 Improve community well-being through participation in local decision-making and volunteering with community organizations EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome 1: Voter Turnout Rate 4.2 points Increase the percentage of voters participating in local elections over time [Partial credit available] Outcome 2: Volunteerism 3.2 points Option A: Demonstrate that at least 30% of residents in large jurisdictions or 35% of residents in small or mid- sized jurisdictions volunteered in the past year --OR-- Option B: Demonstrate an increase in the percentage of residents who volunteered over the past 3 years [Partial credit applies] Outcome 3: Sense of Empowerment 3.2 points Option A: Demonstrate that at least 50% of residents believe they are able to have a positive impact on their community based on a local survey --OR-- Option B: Increase over time the percentage of residents who believe they are able to have a positive impact on their community based on local surveys [Partial credit applies] Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Adopt a policy to encourage diversity in local government appointments to advisory boards and commissions Note that this Action is shared With EAC -5: Social & Cultural Diversity,Action 3. STAR Community Rating System,Version 1.2 EE -1. Civic Engagement M MEQUITY & EMPOWERMENT EE- I: Civic Engagement Action 2: Policy and Code Adjustment Adopt guidelines to instruct local government agencies or departments about how to successfully engage residents Action 3: Education and Outreach Conduct education campaigns about the electoral process, voter registration and participation, and other issues related to civic literacy Action 4: Partnerships and Collaboration Partner with business, civic, and neighborhood organizations to increase voter registration and turnout OR volunteer opportunities and participation OR ongoing civic engagement in local decision-making Action 5: Practice Improvements Provide training to local government agencies or departments on successful public engagement techniques Action 6: Practice Improvements Establish regular, ongoing opportunities for elected officials and/or senior government staff to meet with residents to answer questions and listen to concerns Action 7: Programs and Services Create a volunteer program for residents to assist the local government with special events, services, and operations Action 8: Programs and Services Provide support and resources to local community groups to help them achieve their missions Action 9: Programs and Services Create a mock youth voting program to teach children about democracy, elections, and the importance of voting STAR Community Rating System,Version 12 EE -1. Civic Engagement M PURPOSE EE -2: Civil & Human Rights 10 available points Promote the full enjoyment of civil and human rights for all residents in the community EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Resolution of Complaints 7 points Demonstrate that all civil and human rights complaints in the past 3 years have been investigated and violations redressed in a timely manner Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Adopt specific policies or amend the jurisdiction's charter to specifically protect the civil and human rights of all community residents Action 2: Practice Improvements Establish an office within the jurisdiction with the authority and capacity to investigate civil and human rights complaints Note that this office may fulfill some of the activities identified in EAC-5,Acton 6. If so, consider applying for credit under more than one Objective. Action 3: Education and Outreach Conduct local public education campaigns regarding civil and human rights, such as the process for filing complaints Action 4: Partnerships and Collaboration Establish an independent civil and/or human rights commission to ensure access, equity, and inclusion STAR Community Rating System,Version 1.2 EE -2 Civil & Human Rights M MEQUITY & EMPOWERMENT EE -2: Civil & Human Rights Action 5: Practice Improvements Provide training for police officers focused on non-discrimination and conflict prevention Action 6: Programs and Services Operationalize the local government's civil and human rights policies in programs, services, and operations Action 7: Programs and Services Provide language translation or interpretation services to ensure that residents have access to information about local government programs, services, and operations Note that EAC -2: Community Cohesion,Action 3 also references translation services. Applicants may apply for credit under both Objectives if they meet the requirements of both. STAR Community Rating System,Version 1.2 EE -2 Civil & Human Rights M EE -3: Environmental Justice 15 available points PURPOSE Reduce polluted and toxic environments With an emphasis on alleviating disproportionate health hazards in areas where low-income residents and persons of color live EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Identify the community's prioritized environmental justice sites for evaluation in this Objective Outcome 1: Reduce Risk and Exposure 10.5 points Demonstrate progress towards achieving targets for prioritized environmental justice sites identified in a locally adopted plan [Partial credit available] Local Actions 70% of points available through Actions Action I: Partnerships and Collaboration Create an Environmental Justice Collaborative Group (EJCG) composed of residents, stakeholders, and environmental professionals to assess risk and exposure, set targets, implement projects, and monitor improvements Action 2: Inventory, Assessment or Survey Assess the risk and exposure to toxins related to the community's prioritized environmental justice sites Action 3: Plan Development Adopt an environmental justice plan aimed at reducing polluted and toxic environments in the jurisdiction Action 4: Practice Improvements Establish targets for each of the prioritized environmental justice sites related to air or water improvements STAR Community Rating System,Version 1.2 EE -3. Environmental Justice M MEQUITY & EMPOWERMEM'" EE -3: Environmental justice Action 5: Policy and Code Adjustment Incorporate environmental justice criteria and priorities into zoning, land use planning, permitting policies, and development of new projects Action 6: Practice Improvements Create community benefit agreements (CBAs) for projects associated with prioritized environmental justice sites and proposed development projects with environmental justice concerns Action 7: Practice Improvements Create an interdepartmental working committee within the local government to guide and support environmental justice activities Action 8: Enforcement and Incentives Monitor and enforce environmental regulations for existing facilities that impact environmental justice sites Action 9: Facility and Infrastructure Improvements Implement projects to reduce acute exposure to contaminants and risks associated with environmental justice sites STAR Community Rating System,Version 12 EE -3. Environmental justice M EE -4: Equitable Services & Access 20 available points db PURPOSE Ensure equitable access to foundational community assets Within and between neighborhoods and populations EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Equitable Access and Proximity 14 points Demonstrate increased access and proximity by residents of diverse income levels and race/ethnicity to the following community facilities, services, and infrastructure: Public transit facilities and service levels Public libraries Public schools Public spaces Healthful food Health and human services Digital access or high speed internet Urban tree canopy Emergency response times [Partial credit available] Local Actions 70% of points available through Actions Action I: Plan Development Adopt an equity plan that evaluates current conditions in the community and establishes targets to improve equitable access and proximity in at least the categories identified in the Outcome measure Action 2: Policy and Code Adjustment Adopt an equity or social justice policy that establishes a clear commitment to equity in local government decision-maldng, activities, and investments Action 3: Education and Outreach Promote events and programs that recognize and celebrate social and cultural diversity in the community Note that this Action is shared With EAC -5: Social & Cultural Diversity,Action 4. STAR Community Rating System,Version 1.2 EE -4. Equitable Services&Access M MEQUITY & EMPOWERMEN'P EE -4: Equitable Services & Access Action 4: Education and Outreach Publicize efforts to improve equitable access and proximity to community facilities, services, and infrastructure Action 5: Partnerships and Collaboration Establish partnerships that engage key community groups and stakeholders in activities to advance equitable access and proximity to facilities, services, and infrastructure Action 6: Practice Improvements Provide equity and diversity training for local government staff Note that this Action is shared with EAC -5: Social & Cultural Diversity, Action 5. Action 7: Programs and Services Modify the deployment of local programs and services to reduce disparities within the categories identified in the Outcome measure Action 8: Facility and Infrastructure Improvements Construct new facilities and infrastructure in locations that reduce existing disparities within the categories identified in the Outcome measure STAR Community Rating System,Version 1.2 EE -4. Equitable Services&Access M PURPOSE EE -5: Human Services 20 available points Ensure high quality human services programs are available and utilized to guarantee basic human needs so that all residents lead lives of dignity EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Select at least 3 priority populations and up to 5 priority human services for evaluation in this Objective Note that the Preliminary Step is required if the applicant is pursuing any credit in the Objective. Outcome I: Human Services Assistance 14 points Reduce the percentage of people in selected priority populations who need assistance obtaining selected priority human services [Partial credit available] Local Actions 70% of points available through Actions Local governments and non-profit organizations provide a broad range of human services to the community. For purposes of STAR reporting, applicants should narrow the focus of their responses to address the priority populations and priority human services identified in the Preliminary Step. Action I: Inventory, Assessment or Survey Conduct a community needs assessment to identify priority service needs and resources, including the needs of priority populations Note that the analysis in EE -4: Equitable Services and Access may provide data to inform this needs assessment. Action 2: Plan Development Adopt a human services plan designed to guarantee that basic human needs are met in the community STAR Community Rating System,Version 1.2 EE -5. Human Services M MEQUITY & EMPOWERMENT EE -5: Human Services Action 3: Partnerships and Collaboration Establish an advisory committee that provides ongoing consultation to local departments and agencies responsible for providing priority human services Action 4: Education and Outreach Develop public education campaigns to inform residents about available service programs to help meet basic needs Note that this Action is shared with EE -6: Poverty Prevention &Alleviation, Action 3. Action 5: Practice Improvements Implement information technology solutions to improve client support services and management Action 6: Practice Improvements Monitor and evaluate the quality, comprehensiveness, and effectiveness of priority human services for selected priority populations Action 7: Practice Improvements Equip human services personnel with the skills and training needed to effectively improve the well being of the community's priority populations Action 8: Programs and Services Support the provision of high quality, priority human services in coordination with non-governmental service providers Note that some ofthese activities may overlap with the partnerships and collaboration identified in EE -6: Poverty Prevention & Alleviation, Action 2. If so, consider applying for credit under more than one Objective. Action 9: Facility and Infrastructure Improvements Upgrade existing facilities or build new facilities to better provide needed human services STAR Community Rating System,Version 1.2 EE -5. Human Services M EE -6: Poverty Prevention & Alleviation 2 ) available points PURPOSE Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Poverty Reduction 12 points Demonstrate progress towards a target of no residents living below the poverty line by 2025 [Partial credit available] Outcome 2: Equitable Poverty Reduction 8 points Demonstrate a decrease over time in the percentage of residents living below the poverty line from at least 3 population subgroups Local Actions 70% of points available through Actions Action I: Plan Development Adopt a community -wide plan to reduce poverty Action 2: Partnerships and Collaboration Create a team of local government staff to work collaboratively and coordinate with non-governmental organizations to provide high-quality services and reduce poverty Note that some of these activities may overlap with programs and services identified in EE -5: Human Services,Action 8 or BE -4: Housing Affordability, Action 7. If so, consider applying for credit under more than one Objective. Action 3: Education and Outreach Develop public education campaigns to inform residents about how to enroll in available service programs to help meet basic needs Note that this Action is shared With EE -5: Human Services,Action 4 STAR Community Rating System,Version 1.2 EE -6. Poverty Prevention&Alleviation M MEOUITY & EMPOWERMENT EE -6: Poverty Prevention & Alleviation Action 4: Programs and Services Establish or support programs that reduce the costs of basic needs for low-income households Action 5: Programs and Services Implement supportive workplace programs for people living at or near the poverty line Note that some of these activities may overlap with programs and services identified in EJ -4: Quality Jobs & Living Wages, Local Actions 2, 3, and 8. If so, consider applying for credit under more than one Objective. Action 6: Programs and Services Create programs to improve employment opportunities for low-income individuals by strengthening hard and soft work skills Note that some of these activities may overlap with workforce development programs and services identified in EJ -4: Quality Jobs & Li vi ng Wages, Action 9 and EJ-6:Workforce Readiness,Actions 8 and 9. If so,consider applying forcredit under more than one Objective. Action 7: Programs and Services Provide child development programs for children living at or near the local poverty line STAR Community Rating System,Version 1.2 EE -6. Poverty Prevention&Alleviation M 1� GOAL AREA: Health & Safety Strengthen communities to be healthy, resilient and safe places for residents and businesses Introduction The 7 Objectives in STAR's Health & Safety Goal Area recognize that the development of healthy, safe, and resilient communities requires proactive efforts to prevent disease, injury, and premature death by fortifying protective factors and reducing risk factors that undermine healthy outcomes. In this Goal Area, HS -2: Community Health & Health System serves as the overall, composite measure of public health, public health services, and integration of health considerations into local decision-mahng.The other Objectives address more specific health issues, such as HS -7: Safe Communities, which seeks to reduce violence through proven prevention strategies, and HS -5: Indoor Air Quality, which addresses the design and maintenance of schools, public buildings, and housing in relation to indoor air quality. Two Objectives are closely focused on reducing obesity and preventing related illnesses like diabetes and heart disease, HS -1: Active Living encourages physical activity for adults and kids through community design improvements and activities that promote walking, bicycling, and other forms of recreation, HS -4: Food Access & Nutrition measures the accessibility to fresh, healthful food and recognizes efforts to encourage healthy eating, Finally, 2 Objectives address planning efforts to prevent and alleviate the impacts of hazardous events and emergency situations. HS -6: Natural & Human Hazards focuses on reducing vulnerability to identified community risk areas. HS -3: Emergency Prevention & Response evaluates the preparedness of emergency responders to efficiently and effectively respond to emergencies. STAR Community Rating System,Version 1.2 90 He Health & Safety Objective Number Objective Title and Purpose Available Points HS -1 Active Living: Enable adults and kids to maintain healthy, active lifestyles IS by integrating physical activity into their daily routines Community Health & Health System: Achieve positive health HS -2 outcomes and minimize health risk factors through a high quality local health 20 system that is accessible and responsive to community needs Emergency Prevention & Response: Reduce harm to humans and HS -3 property by utilizing long-term preventative and collaborative approaches to 15 avoid emergency incidents and minimize their impacts Food Access & Nutrition: Ensure that adults and children of all income HS -4 levels have opportunities to learn about nutritious eating and have physical 15 and economic access to fresh, healthful food HS -5 Indoor Air Quality: Ensure that indoor air quality is healthy for all people 5 Natural & Human Hazards: Reduce vulnerability to all hazards, secure HS -6 critical infrastructure, and ensure that communities are prepared to effectively 15 respond to and recover from crisis Safe Communities: Prevent and reduce violent crime and increase HS -7 perceptions of safety through interagency collaboration and with residents as 15 empowered partners Total Credit, Goal Area 00 STAR Community Rating System,Version 1.2 90 He Health & Safety HS -1: Active Living 15 available points PURPOSE Enable adults and kids to maintain healthy, active lifestyles by integrating physical activity into their daily routines EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Active Adults 5.3 points Demonstrate that 21 % or less of adults aged 20+ report no leisure time physical activity within the past month Outcome 2: Active Kids 5.3 points Option A: Increase the percentage of high school students that are physically active for 60 minutes per day on 5 or more days --OR-- Option B: Increase the percentage of public schools that require some form of physical activity daily, such as physical education classes or recess [Partial credit applies] Local Actions 70% of points available through Actions Action I: Plan Development Include a chapter, section, or plan element focused on active living or active transportation in the comprehensive plan or transportation plan Action 2: Policy and Code Adjustment Require or incentivize bicycle and pedestrian amenities in new major development projects in high-density, mixed- use areas or near transit stations Action 3: Policy and Code Adjustment Create guidelines to encourage incorporation of active building design features in new public, commercial, office, and multi -family residential buildings STAR Community Rating System,Version 1.2 HS- I.Ache Living M 7,,J,HEALTH & SAFETY HS -1: Active Living Action 4: Policy and Code Adjustment Establish school siting guidelines that give preferential considerations to locations that maximize the number of students who can walk or bicycle safely to school Action 5: Partnerships and Collaboration Create an advisory board to advise the local government on issues related to planning, policies, code requirements, and other actions affecting active living in the community Note that development of a bicycle or pedestrian master plan appears in BE-7:Transportation Choices,Action 1. If applicable, consider applying for credit under both Objectives. Action 6: Practice Improvements Achieve recognition as a Bicycle Friendly Community or Walk Friendly Community Action 7: Practice Improvements Appoint a physical activity specialist within the local health department to serve as a liaison with relevant local government departments or agencies Action 8: Programs and Services Host or partner with community groups to support at least 2 programs that encourage active living for adults and kids Action 9: Facility and Infrastructure Improvements Implement a local program that systematically improves bicycle and pedestrian amenities community -wide Action 10: Facility and Infrastructure Improvements Provide at least 3 types of active recreation facilities that are available for community use Note that recreation centers qualify forcredit as community venues under EAC -2: Community Cohesion,Action 7. Communities may apply for credit under both Objectives, if applicable. Action 11: Facility and Infrastructure Improvements Enable joint use of school-based recreation facilities during non -school hours Note thatjoint use facilities also qualify for credit under EAC -2: Community Cohesion,Acton 7. Communities may apply for credit under both Objectives, if applicable. STAR Community Rating System,Version 1.2 HS- I.Ache Living HS -2: Community Health & Health 20 available points PURPOSE System Achieve positive health outcomes and minimize health risk factors through a high quality local health system that is accessible and responsive to community needs EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Health Outcomes 5 points Demonstrate that the county is a Top Performer in regards to morbidity and mortality indicators [Partial credit available] Outcome 2: Health Behaviors 5 points Demonstrate that the county is a Top US Performer in regards to key behaviors that impact health [Partial credit available] Outcome 3: Clinical Care 5 points Demonstrate that the county is aTop US Performer in regards to quality of clinical care, including access to health care [Partial credit available] Outcome 4: Quality of Local Health System 5 points Option A: Demonstrate that at least one hospital in the county is recognized as a top performer by the Joint Commission --OR-- Option B: Demonstrate that the local public health department is accredited by the Public Health Accreditation Board (PHAB) --OR-- Option C: Demonstrate that at least 30% of public health clinicians are board certified in their specialty areas and ancillary staff holds professional certification in their respective fields [Partial credit available] STAR Community Rating System,Version 1.2 HS -2 Community Health & Health System M 7,,J, HEALTH & SAFETY HS -2: Community Health & Health System Local Actions 70% of points available through Actions Local Actions 1, 2, 4, 6, and 8 are based on the principles set by PHAB standards for local health department accreditation. Communities in which the local health department is PHAB-accredited Will therefore automatically receive credit for that Action. Communities currently pursuing PHAB accreditation may submit applicable information from their PHAB application for STAR credit. Action I: Inventory, Assessment or Survey Conduct a comprehensive community health assessment, which includes data collection and analysis of public health conditions, trends, and problems affecting the community Action 2: Plan Development Develop a community health improvement plan to strengthen the delivery of health services and improve community health Action 3: Policy and Code Adjustment Adopt a health in all policies statement or policy commitment for local decision-making Action 4: Partnerships and Collaboration Collaboratively engage the public in the assessment of community health problems and developing strategies to improve the delivery of health services Action 5: Partnerships and Collaboration Collaboratively engage the local public health department and relevant local government departments or agencies to integrate health considerations into local plans and policies that affect the built environment, physical activity, and access to fresh food If the activities overlap with Actions in other Objectives, consider applying for credit under more than one Objective. Action 6: Education and Outreach Provide information and education to the public regarding health issues and available local programs and services that support prevention and wellness Action 7: Practice Improvements Demonstrate that the local public health department, local government, or major hospital has received Health Lead workplace accreditation STAR Community Rating System,Version 1.2 HS -2 Community Health & Health System M 7,,J,HEALTH & SAFETY HS -2: Community Health & Health System Action 8: Programs and Services Use a performance management system to monitor and improve health services and programs that promote positive health outcomes and expand access to health care Action 9: Facility and Infrastructure Improvements Conduct health impact assessments (HIAs) on proposed infrastructure investments and development projects to increase positive health outcomes and minimize adverse impacts STAR Community Rating System,Version 12 HS -2 Community Health & Health System M c11? PURPOSE HS-3'!Ernergency Prevention & Response 15 available points Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impact EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Superior Fire Protection 6 points Achieve a Class 4 ISO rating or better Outcome 2: Emergency Response Times 6 points Demonstrate that 90% of response times are in compliance with standards set by the National Fire Protection Association (NFPA) Outcome 3: National Incident Management System 3 points Demonstrate that the community is in compliance with the National Incident Management System (NIMS) Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Develop a NIMS-compliant local inventory of assets and resources available for emergency response and mutual aid requests Action 2: Education and Outreach Publish information to encourage residents to develop emergency kits and evacuation plans and encourage businesses to develop emergency procedures and shelter -in-place plans Note that some educational materials may also be appropriate for HS -6: Natural & Human Hazards,Acton 3. If so, consider applying for credit under more than one Objective. STAR Community Rating System,Version 1.2 HS -3. Emergency Prevention & Response M 7,,J, HEALTH & SAFETY HS -3: Emergency Prevention & Response Action 3: Partnerships and Collaboration Participate in interstate, statewide, regional, or inter -jurisdictional mutual aid response systems Action 4: Partnerships and Collaboration Participate in a regional emergency planning commission Action 5: Plan Development Adopt a local comprehensive plan for emergency response that include provisions for evacuating low-income, disabled, and other persons likely to need assistance Action 6: Practice Improvements Participate in training drills that involve the public and emergency management personnel from multiple departments and/or multiple jurisdictions Action 7: Practice Improvements Perform an annual review or assessment of plans, procedures, resources, and trainings based on emergency response incidents and demands Action 8: Practice Improvements Achieve accreditation by the Emergency Management Accreditation Program (EMAP) Action 9: Programs and Services Host an active Community Emergency Response Team (CERT) or Medical Reserve Corps (MRC) Action 10: Programs and Services Distribute emergency kits or supplies to residents, particularly low-income and vulnerable populations STAR Community Rating System,Version 12 HS -3. Emergency Prevention & Response M HS -4: Food Access & Nutritiol 20 available points r' PURPOSE Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Local Fresh Food 2.6 points Option A: Demonstrate an increase over the past 3 years in the amount of fresh food produced through local urban agriculture --OR-- Option B: Demonstrate an increase over the past 3 years in the amount of fresh food sold locally at farmers markets or other direct farm -to -consumer activities Outcome 2: Food Security and Assistance 2.6 points Demonstrate an increase over the past 3 years in the ability of low-income families to access low cost, healthful food Outcome 3: Access to Healthful Food 2.6 points Option A: Demonstrate an increase over the past 3 years in the percentage of residents within a walkable 1/4 -mile of a healthful retail food outlet --OR-- Option B: Demonstrate a decrease over the past 3 years in the percentage of residents living in a urban or rural food desert Outcome 4: School Nutrition 2.6 points Demonstrate an increase over the past 3 years in the food service sales of fresh fruits and vegetables in the largest public school district STAR Community Rating System,Version 1.2 HS -4. Food Access & Nutrition M 7,,J,HEALTH & SAFETY HS -4: Food Access & Nutrition Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Conduct an assessment of the local food system, including existing policies and programs that increase access to healthful food and nutrition education This assessment may complement or be incorporated into a broader analysis of the local economy described in EJ -3: Local Economy Action I. Action 2: Policy and Code Adjustment Adopt zoning and development regulations that allow farmers markets, community gardens, and urban agriculture Action 3: Policy and Code Adjustment Adopt zoning and development regulations that limit or prohibit the sale of unhealthful foods Action 4: Policy and Code Adjustment Adopt menu -labeling requirements or regulations that discourage, tax, or prohibit the sale of unhealthful foods or beverages Action 5: Policy and Code Adjustment Demonstrate that the local public school district has adopted a model school wellness policy Action 6: Partnerships and Collaboration Establish a local or regional food policy council that includes health professionals, community organizations, schools, farmers, and/or related businesses Action 7: Education and Outreach Develop public outreach materials, classes, or workshops for residents to learn about food, nutrition, and gardening OR develop public outreach materials to promote food assistance programs Action 8: Practice Improvements Demonstrate that local schools or the public school district has received certification from the USDA HealthierUS Schools Challenge or an award from the Alliance for a Healthier Generation in the past 3 years STAR Community Rating System,Version 1.2 HS -4. Food Access & Nutrition 0 7,,I,HEALTH & SAFETY HS -4: Food Access & Nutrition Action 9: Practice Improvements Purchase and sell healthful food at facilities owned, leased, and operated by the local government Action 10: Programs and Services Implement an "Increase Your Food Bucks" program for farmers markets Action 11: Enforcement and Incentives Provide incentives for healthful retail food outlets to locate in underserved areas or mobile vendors that only sell fresh food For added benefits, these incentives could be paired with incentives for infill, redevelopment, and revitalization described in BE -5: Infill & Redevelopment, Action 8. If so, consider applying for credit under more than one Objective. STAR Community Rating System,Version 1.2 HS -4. Food Access & Nutrition ii HS -5: Indoor Air Quality 5 available points PURPOSE Ensure that indoor air quality is healthy for all people EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: IAQ Complaints to School District 1.8 points Decrease the number of student, parent, and staff complaints to the public school district regarding indoor air quality (IAQ) over time Outcome 2: IAQ Complaints to Enforcement Agency 1.8 points Decrease the number of tenant complaints regarding IAQ over time Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Prohibit smoking in all enclosed public places, including restaurants, bars, and workplaces Action 2: Policy and Code Adjustment Prohibit smoking in multi -family buildings community -wide OR residential buildings controlled by the local housing authority OR affirm by local ordinance the right for landlords to legally establish smoke-free rental units Action 3: Policy and Code Adjustment Require all new or substantially renovated local government and school buildings to incorporate advanced ventilation standards Action 4: Education and Outreach Conduct local public education campaigns regarding prevention and safe remediation of common indoor air pollutants STAR Community Rating System,Version 1.2 HS -5. Indoor Air Quality 7,,I,HEALTH & SAFETY HS -5: Indoor Air Quality Action 5: Practice Improvements Reduce or eliminate toxic pesticide use in locally owned or managed buildings through the use of integrated pest management (IPM) techniques Action 6: Enforcement and Incentives Address residential IAQ problems related to mold, pests, and other hazards through inspections and enforcement using authority from the state or local housing code or public health code Action 7: Programs and Services School district implements a system -wide IAQ management program to monitor and address IAQ problems Bonus: School district has received an EPATools for Schools award or has been recognized as an IAQ Champion in the past 3 years Action 8: Programs and Services Provide free, subsidized, or at -cost supplies to test and monitor IAQ to prevent harm from common pollutants Action 9: Programs and Services Provide grants or loans to remediate indoor air pollution problems in low-income homes or affordable rental units STAR Community Rating System,Version 12 HS -5. Indoor Air Quality I� 1 HS -6: Natural & Human Hazards 15 available points PURPOSE Protect the community by reducing vulnerability to all hazards, securing critical infrastructure, and ensuring that communities are prepared to effectively respond to and recover from crisis EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Location -Specific Hazards 5.3 points Part I: Option A: Reduce over time the number of homes below code standards that are located in designated high risk areas --OR-- Option B: Reduce over time the percentage of residents living in designated high risk areas --AND-- Part 2: Reduce over time the critical infrastructure below code standards that is located in designated high risk areas Outcome 2: Full Community Hazards 5.3 points Demonstrate increased resilience to community -wide hazard threats over time Local Actions 70% of points available through Actions Action I: Plan Development Develop a hazard mitigation action plan that includes an all -hazard vulnerability assessment of the community's primary hazard threats Action 2: Plan Development Develop a post -disaster plan that addresses long-range redevelopment issues such as land use, economic development, housing, infrastructure, public services, and environmental restoration STAR Community Rating System, Version 1.2 HS -6'. Natural & Human Hazards 7,,I,HEALTH & SAFETY HS -6: Natural & Human Hazards Action 3: Education and Outreach Increase community awareness of natural hazards through education and outreach materials Note that some educational materials may also be appropriate for HS -3: Emergency Prevention & Response,Action 2. If so, consider applying for credit under more than one Objective. Action 4: Plan Development Integrate an all -hazard vulnerability assessment or other key local hazards information into the community's comprehensive plan Action 5: Policy and Code Adjustment Adopt zoning regulations that limit development in areas of high hazard vulnerability Action 6: Policy and Code Adjustment Enact building codes with heightened standards for buildings in areas of high hazard vulnerability Action 7: Enforcement and Incentives Create insurance or incentive structures to help equitably remove residents from hazardous situations Action 8: Facility and Infrastructure Improvements Build or renovate locally owned public facilities to meet higher building code standards to be used as shelters, command centers, and to set an example for the community Action 9: Facility and Infrastructure Improvements Implement highest priority utility improvements listed in the hazard mitigation plan STAR Community Rating System, Version 1.2 HS -6. Natural & Human Hazards HS -7: Safe Communities 15 available points PURPOSE Prevent and reduce violent crime and increase perceptions of safety through interagency collaboration and With residents as empowered partners EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Violent Crime Rate 7.5 points Demonstrate that the average violent crime rate for the past 3 years is below the following thresholds: 5.5 homicides per 100,000 residents 70 incidents of rape or attempted rape per 100,000 residents 462.7 aggravated assaults per 100,000 residents Outcome 2: School Violence 7.5 points Demonstrate that the average number of incidents of school violence is less than 10 per 1,000 students for all public schools in the jurisdiction Local Actions 70% of points available through Actions Action I: Inventory, Assessment or Survey Conduct a survey of community perceptions of safety recognizing that some crimes are not reported and to illuminate safety issues that need to be addressed Note that these survey questions may be similar to questions asked in EE- I: Civic Engagement, Outcome 3 or EAC -2 Community Cohesion, Outcome 2. Ifso,consider applying for credit under more than one Objective if the questions address the content described therein. Action 2: Plan Development Adopt a safe communities strategic plan (plan) with a comprehensive, balanced approach that includes violence prevention, intervention, suppression and enforcement, and reentry strategies STAR Community Rating System,Version 1.2 HS -7. Safe Communities HEALTH & SAFETY HS -7: Safe Communities Action 3: Education and Outreach Educate the public and the media about the plan, its implementation, and successful programs and strategies Action 4: Partnerships and Collaboration Develop partnerships with local agencies, nonprofit organizations, schools, and residents to implement the strategies and programs recommended in the plan Action 5: Practice Improvements Establish cross -agency coordination and procedures to support balanced implementation of the plan Action 6: Practice Improvements Perform ongoing data collection, evaluation, and monitoring from multiple agencies to track trends and identify emerging community needs Action 7: Programs and Services Implement violence prevention programs and strategies to address community -identified risk and protective factors Note that some activities may overlap With programs and services identified in EAC -2: Community Cohesion,Action 8. If so, consider applying for credit under more than one Objective. Action 8: Programs and Services Implement school-based violence prevention programs and strategies, particularly in highly impacted, urban, and at -risk neighborhoods Note that some of these activities may overlap with programs and services identified in EAC -2: Community Cohesion, Action 9 (same as EAC -5: Social & Cultural Diversity, Action 8) or Safe Routes to Schools programs addressed in HS -I: Active Living,Action 8. If so, consider applying for credit under more than one Objective. Action 9: Programs and Services Develop violence intervention programs and strategies to support at -risk families and youth and to prevent the escalation of violence STAR Community Rating System,Version 1.2 HS -7. Safe Communities HEALTH & SAFETY HS -7: Safe Communities Action 10: Programs and Services Adopt violence suppression and enforcement programs and strategies that support and build trust within the community Action 11: Programs and Services Create or support a multi -faceted, monitored reentry program for ex -offenders that includes training, education, mentoring, and employment opportunities and other support services to reduce recidivism STAR Community Rating System,Version 12 HS -7. Safe Communities 2 GOAL AREA: Natural Systems Protect and restore the natural resource base upon which life depends Introduction The 6 Objectives in the Natural Systems Goal Area help communities protect and restore the places that provide resources to support Iife.The Goal Area takes an ecosystem services approach and recognizes the wide range of benefits natural systems provide, such as food, water, and natural regulating processes affecting climate and floods. Natural systems services also extend to cultural benefits like aesthetic value and recreation. NS -5: Water in the Environment and NS -4: Outdoor Air Quality bring attention to the reality that clean water and air are vital for humans and other species to thrive. NS -2: Invasive Species recognizes that achieving biodiversity requires communities to prohibit and control the spread of threatening non-native species. With an emphasis on connectivity and collaboration, NS -3: Natural Resource Protection focuses on issues at a broad ecosystem and ecoregional scale.This Objective is complemented by NS -1: Green Infrastructure, which aims to integrate natural design with the built environment and emphasizes benefits that extend beyond stormwater harvesting to include temperature control,. air quality, and opportunities for physical activity NS -6: Working Lands recognize the environmental contributions of land management to the Natural Systems Goal Area, Objective Available Number Objective Title and Purpose Points Green Infrastructure: Design and maintain a network of green NS -I infrastructure features that integrate with the built environment to conserve 20 ecosystem functions and provide associated benefits to human populations NS -2 Invasive Species: Prevent and manage invasive species in order to 10 restore and protect natural ecosystems and the benefits they provide Natural Resource Protection: Protect, enhance and restore natural NS -3 ecosystems and cultural landscapes to confer resilience and support clean 20 water and air, food supply, and public safety NS -4 Outdoor Air Quality: Ensure that outdoor air quality is healthy for all 15 people and protects the welfare of the community NS -S Water in the Environment: Protect and restore the biological, 20 chemical, and hydrological integrity of water in the natural environment NS -6 Working Lands: Conserve and maintain lands that provide raw materials 15 in ways that allow for sustained harvests and preserves ecosystem integrity Total Credit, Goal Area 00 STAR Community Rating System,Version 1.2 NS. Natural Systems E NS - 1: Green Infrastructure 20 available points III ou�i uY PURPOSE Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Designated Green Infrastructure 8.4 points Option A: Demonstrate that 35% of the jurisdiction's land area has protected vegetated surfaces performing a minimum of 2 of the following functions: Localized cooling through tree canopy cover, green roofs, or green walls Water management through wetlands, stream buffers, and permeable surfaces Recreation through parks and/or greenways --OR-- Option B: Demonstrate at least a 2% annual average increase in land area with protected vegetated surfaces over at least 3 data points Outcome 2: Green Infrastructure Distribution 5.6 points Demonstrate that 85% of the population lives within a 1/2 -mile walk distance from green infrastructure features that are performing a minimum of 2 of the following functions: Localized cooling through tree canopy cover, green roofs or green walls Water management through wetlands, stream buffers, and permeable surfaces Recreation through parks and/or greenways Local Actions 70% of points available through Actions Action I: Plan Development Create a community -wide green infrastructure plan that is integrated with other relevant local plans Note that if the land conservation or open space plan also meets criteria for NS -3: Natural Resource Protection, Action 1, consider applying for credit under both Objectives. STAR Community Rating System,Version 1.2 NS -I. Green Infrastructure 12NATURAL SYSTEMS 111: Green Infrastructure Action 2: Policy and Code Adjustment Adopt local design criteria and associated codes that require proactive green infrastructure practices for new developments Action 3: Policy and Code Adjustment Adopt a policy requiring relevant departments be engaged during early reviews of proposed developments to ensure that project sites are evaluated for green infrastructure potential and environmental protections are put in place prior to construction Action 4: Partnerships and Collaboration Partner with key community groups and other stakeholders to ensure that green infrastructure practices are used in appropriate settings Note that some organizations may overlap may have shared functions with groups identified in BE-6,Action 5. If so, consider applying for credit under more than one Objective. Action 5: Enforcement and Incentives Create incentive programs to encourage land owners to adopt green infrastructure practices that link to broader green infrastructure systems Action 6: Programs and Services Establish a green infrastructure monitoring program and regularly report on status of desired outcomes Action 7: Facility and Infrastructure Improvements Increase the percentage of funding invested in green infrastructure Action 8: Facility and Infrastructure Improvements Upgrade public spaces and public buildings based upon locally adopted or recognized best practices in green i nf rastructu re. Where possible, create demonstration projects to enhance public support Action 9: Facility and Infrastructure Improvements Provide for ongoing maintenance of green infrastructure at levels required to maintain evapotranspiring functions STAR Community Rating System,Version 1.2 NS -1. Green Infrastructure E NS -2: Invasive Species 10 available points PURPOSE Prevent and manage invasive species in order to restore and protect natural ecosystems and the benefits they provide EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Preliminary Step: Use a species -led or site -led approach to identify the invasive species of greatest threat, priority areas for protection, and critical entry points Note that the Preliminary Step is required if the applicant is pursuing credit in the Objective. Outcome I: Invasive Species Prevention 2.3 points Show that no new invasive species have established themselves in the last 5 years in priority natural systems areas and critical entry points Outcome 2: Invasive Species Containment 2.3 points Show that existing invasive species have not moved into priority natural systems areas and critical entry points Outcome 3: Invasive Species Eradication 2.3 points Option A: Eradicate existing invasive species from priority natural systems areas and critical entry points --OR-- Option B: Demonstrate progress towards targets identified in the community's local integrated pest management plan [Partial credit applies] Local Actions 70% of points available through Actions Action I: Plan Development Develop a community -wide invasive species integrated pest management plan STAR Community Rating System,Version 1.2 NS -2. Invasive Species FJNATURAL SYSTEMS NS -2: Invasive Species Action 2: Policy and Code Adjustment Adopt a local ordinance requiring control of listed priority invasive species or enact a native plant ordinance for private and public landscaping Action 3: Partnerships and Collaboration Partner with local volunteer groups or neighborhood associations to restore priority natural systems areas by planting native plants or improving local wildlife habitat Action 4: Partnerships and Collaboration Partner with local volunteer groups to monitor vector zones or areas at greatest risk of invasive species invasion, and organize "weed pulls" and other invasive management actions Action 5: Education and Outreach Create a public education campaign or targeted outreach effort to inform residents and/or plant or animal sellers about the hazards of invasive species Action 6: Enforcement and Incentives Use incentive programs to encourage local businesses and private owners to grow and sell native or desirable plants and animals and not sell invasive species or other harmful plants and animals Action 7: Enforcement and Incentives Enforce regulations to control the use and sale of invasive species Action 8: Facility and Infrastructure Improvements Ensure that all local government-owned buildings use native plants or non-invasive species in landscaping Action 9: Programs and Services Take actions to prevent the spread of invasive species, especially in priority natural systems areas, such as monitoring, eradication, or other control programs STAR Community Rating System,Version 12 NS -2. Invasive Species NS -3: Natural Resour4M Protection 20 available points PURPOSE Protect, enhance and restore natural ecosystems and cultural landscapes to confer resilience and support clean water and air, food supply, and public safety EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Priority Natural Systems Areas 3.5 points OptionA:Achieve targets for acres of land preserved in priority natural systems areas identified in a locally adopted natural systems or preservation plan --OR-- Option B: Demonstrate incremental progress towards achievement of targets for acres of land preserved identified in a locally -adopted natural systems or preservation plan Outcome 2: Wetlands, Streams, and Shoreline Buffers 3.5 points Achieve no -net -loss of wetlands, streams, and shoreline buffers Outcome 3: Connectivity 3.5 points Increase the area of land directly connected to regional natural systems in order to improve ecosystem services Outcome 4: Restoration 3.5 points Reduce the difference between the actual acreage restored and targeted acreage established in the natural systems plan or land conservation plan Local Actions 70% of points available through Actions Action I: Plan Development Develop a plan to protect and restore natural resources through land conservation, corridor connectivity, and restoration of biological integrity and function If the plan also meets criteria for NS -I : Green Infrastructure, Action I , consider applying for credit under both Objectives. STAR Community Rating System,Version 1.2 NS -3. Natural Resource Protection FJNATURAL SYSTEMS NS -3: Natural Resource Protection Action 2: Policy and Code Adjustment Adopt land use regulations that establish appropriate wetland, stream, and shoreline buffer widths and adjacent land uses Action 3: Partnerships and Collaboration Create an advisory board to inform land conservation and restoration activities Action 4: Partnerships and Collaboration Partner with adjacent jurisdictions, state and federal agencies, and local or regional non-profit organizations to advance land conservation and restoration efforts Action 5: Education and Outreach Sponsor educational and outreach activities to increase ecological literacy and knowledge about natural resource protection Action 6: Enforcement and Incentives Adopt land use strategies to incentivize permanent land conservation Action 7: Enforcement and Incentives Implement local and market-based financing strategies to acquire land or development easements, or fund restoration and maintenance activities Action 8: Facility and Infrastructure Improvements Restore, maintain, and monitor conserved natural lands to increase natural resource resilience, adaptability, and biological integrity Note that in some special cases where restoration efforts are focused on water resources, this Action could be shared with both NS-5:Waterin the Envi ron ment, Action 6 and BE -2: Community WaterSystems,Action 11. If so, consider applying for credit in multiple Objectives. STAR Community Rating System,Version 1.2 NS -3. Natural Resource Protection NS -4: Outdoor Air Quality 15 available points PURPOSE Ensure that outdoor air quality is healthy for all segments of the human population and protects the welfare of the community EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Concentration and Emissions 15 points OptionA:Achieve attainment or maintenance status for all measured criteria pollutants --OR-- Option B: Part I: Demonstrate a decrease in the annual concentration of the non -attainment criteria pollutant(s) that have the greatest impacts on public health, specifically PM25, PM,,, and ozone --AND-- Part 2: Demonstrate a decrease in the annual number of days in which the Air Quality Index (AQI) exceeds 100 over the past 5 years [Partial credit applies] Local Actions 70% of points available through Actions Action I: Policy and Code Adjustment Adopt regulatory strategies that permit or incentivize increased residential and employment densities and diverse uses in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared With BE -3: Compact & Complete Communities, Action 3. Action 2: Policy and Code Adjustment Adopt advanced parking strategies in transit -served areas and areas identified for compact, mixed-use development Note that this Action is shared With BE -3: Compact & Complete Communities, Action 6. STAR Community Rating System,Version 1.2 NS -4. Outdoor Air Quality FJNATURAL SYSTEMS NS -4: Outdoor Air Quality Action 3: Inventory, Assessment or Survey In collaboration with a local university or health department, conduct a study to evaluate the health impacts of acute exposure to outdoor air pollutants, particularly in consideration of environmental justice and equity impacts Note that this Action may correspond to environmental justice work in the community, which is addressed in EE -3: Environmental Justice. If so, consider applying for credit in both Objectives. Action 4: Partnerships and Collaboration Collaborate with local industrial operations to reduce and minimize the release of noxious odors in the community Action 5: Partnerships and Collaboration Partner with a local or regional organization to support one or more transportation management associations) that promote rideshare programs and incentives for commuters to use alternative modes of transportation to work other than single -occupancy vehicles Action 6: Education and Outreach Educate the public about the impacts of poor air quality on human health and the natural environment and the efforts they can take to reduce pollution and exposure Action 7: Enforcement and Incentives Enforce anti -idling regulations or burning restrictions to prevent emission of excess pollution, particularly on Air Quality Action Days Action 8: Facility and Infrastructure Improvements Improve traffic signal timing or upgrade intersections to relieve congestion Action 9: Facility and Infrastructure Improvements Increase the mileage of sidewalks and dedicated bicycle infrastructure that connect people with destinations Note that this Action is shared with BE -7 Transportation Choices,Action 7 (sidewalks) or Action 8 (bicycle infrastructure). STAR Community Rating System,Version 1.2 NS -4. Outdoor Air Quality FJNATURAL SYSTEMS NS -4: Outdoor Air Quality Action 10: Programs and Services Create or enhance programs aimed at increasing tree canopy through active planting or direct tree protections Action 11: Programs and Services Implement targeted programs to encourage residents to transition to cleaner products Note that some activities may overlap wth programs and services identified in CE -3: Greening the Energy Supply, CE -7: Waste Minimization, or EJ -2: Green Market Development. If so, consider applying for credit under more than one Objective. STAR Community Rating System,Version 1.2 NS -4. Outdoor Air Quality H NS -5: Water in the Environment 20 available points AL PURPOSE Protect and restore the biological, chemical, and hydrological integrity of water in the natural environment EVALUATION MEASURES Community Level Outcomes 100% of points available through Outcomes Outcome I: Hydrological Integrity 5 points Demonstrate that the amount of water withdrawn from the system for human uses does not exceed the amount of freshwater entering the system through precipitation, river flow, and other sources Outcome 2: Biological Integrity 5 points Achieve a biological integrity rating of'Very Good' or'Good' based on EPA's 305(b) reporting requirements for all water bodies with appropriate designated uses Outcome 3: Chemical Integrity — Pollutants 5 points Option A: Demonstrate pollutant loadings below Total Maximum Daily Load (TMDL) levels --OR-- Option B: Demonstrate a steady decrease in pollutant levels towards a long-term goal of below TMDL levels [Partial credit applies] Outcome 4: Chemical Integrity — Usability 5 points Option A: Demonstrate that all non -industrial water bodies are swimmable and fishable during 90% of days in the past year --OR-- Option B: Demonstrate a steady reduction in water closures of at least 2% annually towards achieving 90% of days being swimmable and fishable [Partial credit applies] Local Actions 70% of points available through Actions Action I: Plan Development Adopt a watershed management plan that integrates natural water bodies with human water use and addresses inputs and outputs of the water systems STAR Community Rating System,Version 12 NS -5. Water in the Environment E F]NATURAL SYSTEMS NS -5: Water in the Environment Note that since the quality of water in natural systems is intimately linked to pipe water, this plan may encompass the requirements for BE -2: Community Water Systems,Action 1, but would need to be highly comprehensive and integrated to receive credit for both Actions. Action 2: Policy and Code Adjustment Adopt community regulations that protect water quality OR participate in a regional pollutant trading program that reduces watershed pollution levels Action 3: Partnerships and Collaboration Create partnerships to address sources of non -point source water pollution not directly covered by local authority or control Action 4: Education and Outreach Create an education campaign about ambient water quality, pollution prevention, mitigation, and restoration techniques Action 5: Enforcement and Incentives Provide incentives to residents and developers to protect and restore critical watershed protection areas Action 6: Facility and Infrastructure Improvements Engage in restoration projects for critical water bodies and buffer zones that protect those water bodies Note that this Action is shared with BE -2: Community Water Systems,Acton 1 1. Action 7: Programs and Services Develop and provide water conservation programs to residents, businesses and agricultural water users in order to help ensure that the community is not depleting its water supply Note that this Action is shared with BE -2: Community Water Systems,Acton 7. Action 8: Programs and Services Establish or partner with a group that routinely inventories and monitors natural water bodies for biological, chemical, and hydrological integrity STAR Community Rating System,Version 1.2 NS -5. Water in the Environment E NS -6: Working Lands 15 available points PURPOSE Conserve and maintain lands that provide raw materials in ways that allow for sustained harvests and preserves ecosystem integrity EVALUATION MEASURES Community Level Outcomes 70% of points available through Outcomes Outcome I: Land Management 6.3 points Option A: Use best management practices (BMPs) on 100% of working lands in the jurisdiction --OR-- Option B: Demonstrate at least a 2% annual average increase in working lands utilizing BMPs over at least 3 data points [Partial credit applies] Outcome 2: Certified Sustainable Harvests 4.2 points Increase the number of certified sustainable harvesters for a locally selected industry over time Local Actions 70% of points available through Actions Action I: Plan Development Include considerations for protecting working lands and identifying areas where BMPs are necessary in the community's land conservation or natural resource plan Action 2: Partnerships and Collaboration Convene owners and operators of working lands to promote sustainable harvesting practices Action 3: Education and Outreach Educate owners and operators of working lands about current best management practices Action 4: Education and Outreach Promote the value of locally produced, certified sustainable harvests and products to the public STAR Community Rating System,Version 1.2 NS -6. Working Lands FJNATURAL SYSTEMS NS -6: Working Lands Action 5: Education and Outreach Work with youth groups and community organizations to implement BMPs on local working lands Action 6: Programs and Services Provide conservation programs and services tailored to the needs of the working lands community Action 7: Programs and Services Encourage owners of working lands to conserve their properties in perpetuity Action 8: Enforcement and Incentives Implement financing strategies to conserve working lands and support ongoing restoration efforts STAR Community Rating System,Version 1.2 NS -6. Working Lands F� Innovation & Process • Recognize important local government practices and processes that underpin the implementation .. sustainability measures and accelerate community scale achievement across STAR Goal Areas Introduction The Innovation & Process category is an avenue for discovering emerging and leading edge practices that communities are implementing to improve sustainability outcomes.There are 4 sections in this category: Best Practices & Processes; Exemplary Performance; Local Innovation; and Regional Priorities. Section Title and Purpose Best Practices & Processes: Recognize important Available Points IP -I local government practices and processes that underpin the 10 implementation of sustainability measures and accelerate community -scale achievement across STAR Goal Areas Exemplary Performance: To reward performance in IP -2 Community Level Outcome measures that significantly exceeds 10 the evaluation criteria established by the existing STAR Community Rating System Local Innovation: To encourage and reward creative, effective IP -3 approaches to enhancing a community's environmental, social and/ 25 or economic sustainability not reflected in existing STAR Objectives or evaluation measures Regional Priorities: To encourage coordinated regional action IP -4 on the sustainability issues of greatest importance to the region in 5 which the jurisdiction resides Total Points Available so STAR Community Rating System,Version 1.2 IP. Innovation & Process C r� 10 available poi PURPOSE Recognize important local government practices and processes that underpin the implementation of sustainability measures and accelerate community -scale achievement across STAR Goal Areas DESCRIPTION Local governments continually make decisions, expenditures, and investments that affect community sustainability.The strength of local decision-making is informed by community input, public planning efforts, regulations, and internal coordination across government departments and agencies. Effective practices and processes are therefore critical to ensure that local decisions lead to sustainable outcomes and do not unfairly burden particular constituencies. IP- I : Best Practices & Processes rewards applicants that demonstrate leadership in their efforts to effectively and innovatively engage the public, plan for their community's future, leverage public resources, establish rules and regulations that advance sustainability and equity, and institutionalize transparency and sustainability. There are 3 Best Practices & Processes for which credit is available: a. Comprehensive Planning; b. Public Engagement; and C. Codes & Ordinances. Applicants may pursue credit in up to 2 of the 3 Best Practices & Processes to receive the maximum 10 points (5 points each). If there is another specific best practice or process that the applicant believes is worthy of points, apply for credit under IP -3: Local Innovation. For each Best Practice & Process: explain how the community is meeting each of the required best practices; explain how implementation has positively impacted at least 4 STAR Objectives (e.g. Cross STAR Application); and link to or upload additional submittal requirements. Submissions will be evaluated as to whetherthe local efforts achieve the criteria described, incorporate innovative strategies, advance equity in decision-making, and positively impact STAR Objectives. STAR Community Rating System,Version 12 1P -I Best Practices & Processes P- I a: Compreh 5 available points PURPOSE Develop a systems -based comprehensive plan or community -wide sustainability plan that establishes a clear vision for the future, identifies innovative policies with measurable targets to enable the community to achieve its goals, and provides a clear process for implementation EVALUATION CRITERIA Part I: Required Best Practices For each for the following required best practices, applicants must provide a 2-4 paragraph describing how the community's comprehensive plan or sustainability plan: achieves the best practice(s) described; incorporates innovative strategies; and advances equity in the decision-making process. STAR Community Rating System,Version 1.2 1P -I Best Practices & Processes IP- I a: Comprehensive Planning Description Required Best Practice The comprehensive plan meaningfully engages all interested stakeholders ✓ Public Engagement throughout the process to ensure that the plan and its implementation accurately and authentically reflect the community's vision, values, and priorities ✓ Community Vision Statement The comprehensive plan articulates the community's vision for its future. The comprehensive plan should be informed by an understanding of ✓ Data Collection and Analysis existing trends and current conditions; and set measurable targets to ensure progress towards achievement of the community's vision and goals The comprehensive plan employs a"systems-based approach" that aligns ✓ Systems -based Approach interconnected elements across geographic scales and plan functions to more effectively utilize resources and advance sustainability Implementation of the comprehensive plan involves clear, robust actions and commitment of resources to execute the plan's recommended ✓ Implementation strategies; requires ongoing work with the public and community stakeholders to ensure appropriate implementation, report progress, and adjust strategies and targets as necessary STAR Community Rating System,Version 1.2 1P -I Best Practices & Processes • IP- I b: Public Engagement 5 available points PURPOSE Enable the public to shape the future of their community through inclusive, context -sensitive, and transparent decision- making processes EVALUATION CRITERIA Part I: Required Best Practices For each for the following required best practices, applicants must provide a 2-4 paragraph describing how the commu- nity's public engagement processes: achieves the best practice(s) described; incorporates innovative strategies; and advances equity in the decision-making process. STAR Community Rating System,Uersion 1.2 1P -I Best Practices & Processes IP- I b: Public Engagement Required Best Practices Description Community decision-making processes are as inclusive as possible with ✓ Inclusiveness deliberate, substantial effort focused on engaging community members who are typically underrepresented in decision-making and those who are likely to be significantly impacted by the outcome Use creative and effective outreach, collaboration, and engagement ✓ Context -Sensitive Processes tools, exercises, and technologies tailored to the context of the process to engage community members in ways that meaningfully shape the outcome ✓ Transparency Set clear, authentic expectations about how decisions will occur and how community engagement will influence the outcome Accountability and Community decision-making processes lead to action, keep ✓ mplementation decision -makers accountable, and continue to engage the public in implementation Capacity Building and Support development of community leaders and groups empowered ✓ Empowerment to take action and shape future decision-making with increased public input STAR Community Rating System,Uersion 1.2 1P -I Best Practices & Processes • IP- I c: Codes & Ordinances 5 available points PURPOSE Ensure that local codes have clear, consistent regulations and processes that reflect community goals and promote sustain- ability, equity, and innovation EVALUATION CRITERIA Part I: Required Best Practices For each for the following required best practices, applicants must provide a 2-4 paragraph describing how the community's codes and ordinances: achieve the best practice(s) described; incorporate innovative strategies; and advance equity in the decision-making process. STAR Community Rating System,Version 1.2 1P -I Best Practices & Processes IP- I c: Codes & Ordinances Required Best Practices Description ✓ Alignment between Plans and Codes Regularly update codes and regulations to reflect the goals and objectives articulated in the comprehensive and other community plans ✓ Internal Consistency and Readability Regularly review local codes to eliminate conflicts between them and improve their ease of use ✓ Innovative Codes Adopt innovative codes that advance sustainable practices and raise environmental standards Establish processes with clear steps and expectations and that advance ✓ Clear Processes sustainability and innovation without undermining regulatory intent or the desires and concerns of the community STAR Community Rating System,Version 1.2 1P -I Best Practices & Processes C PURPOSE 10 available points AMMML Reward performance in Community Level Outcome measures that significantly exceeds the evaluation criteria established by the existing STAR Community Rating System DESCRIPTION IP -2: Exemplary Performance recognizes communities that are demonstrating performance levels that exceed the leader- ship standards of STAR's existing Community Level Outcome measures. Applicants are encouraged to submit a proposal for additional points if performance in one or more Outcome measures represents significant above and beyond STAR's standards for credit. Determination of significance varies by Outcome; applicants must provide analysis supporting their claim of exemplary performance. Exemplary Performance points are only available for Outcome measures within existing STAR Objectives. Local Actions are not eligible for Exemplary Performance points. For communities showing exceptional sustainability performance in areas not currently represented in the rating system's Outcome measures, consider applying for credit under IP -3: Local Innovation. Applicants can submit up to 4 Outcomes for Exemplary Performance credit; however, there are only 10 points total avail- able in IP -2 with a maximum of 3 points per Outcome. STAR Community Rating System,Version 1.2 IP -2 Exemplary Performance H • IP -3: 25 available PURPOSE Encourage and reward creative, effective approaches to enhancing a community's environmental, social, and/or eco- nomic sustainability not reflected in existing STAR Objectives or evaluation measures DESCRIPTION IP -3: Local Innovation serves as the mechanism to recognize communities for approaching and measuring sustainability in creative, effective ways.While the Rating System attempts to be comprehensive in its approach, sustainability is a con- tinuously evolving discipline. Local Innovation points can be achieved by proposing new evaluation measures (Outcomes or Actions) and even new STAR Objectives. Evaluation measures that have a history of success within a community that are not present within the existing Rating System may be submitted for additional credit. Similarly, if a community has identified an Objective -level sustainability issue and has developed a comprehensive strategy for addressing that issue, including both Outcome and Action evalu- ation measures, STAR welcomes proposals for consideration. Applicants may pursue any combination of up to 6 Local Innovation Objectives, Outcomes, and/or Actions; however, there is a maximum of 25 total points available in IP-3.Applicants may propose the numberof points they should receive within the maximum number of points allowed, but must explain why the level of points is justified given the existing point structure in STAR. Maximum point values are as follows: Local Innovation Type Maximum Points Available New Objective 15 New Community Level Outcome 10 New Local Action Preparatory Action Implementation Action 2 4 STAR Community Rating System,version 1.2 IP -3. Local Innovation E IP -4: REG 5 available points PURPOSE Encourage coordinated regional action on the sustainability issues of greatest importance to the region in which the jurisdiction resides DESCRIPTION IP -4: Regional Priorities recognizes that sustainability is inherently contextual, with priority issues varying from region to regi on.Applicant ju6sdictions may identify up to 2 sustainability issues of paramount importance to their region, and show evidence of collaborative action with neighboring jurisdictions, businesses, and/or non-governmental entities to address these issues. Selected Regional Priorities must relate to existing STAR Objectives. If a regional priority issue is not represented in the Rating System, jurisdictions are invited to submit a proposal for recognition under IP -3: Local Innovation. Applicants can submit up to 2 Regional Priorities; however, there are only 5 total points available. STAR Community Rating System,Version 1.2 PA Regional Priorities POINTS APPENDIX Overview The Points Appendix is designed to help applicants understand how the rating system's Online Reporting Tool calculates a community's score.The Reporting Tool is designed to automatically provide applicants with a preliminary score as they enter information into the system.This allows applicants to explore how different submission approaches will impact their score.The final score is not calculated until a full application has been submitted and verified by STAR Communities. Once submissions are verified, the applicant will receive formal notification of their STAR Community Rating. The STAR Community Rating System's team of experts aimed to create a points system that balances scientific integrity With ease of use. Sustainability is a complex and evolving science.The scoring system and methodology reflect a commitment to continuous improvement in response to emerging data and evidence about the efficacy of local actions and their impact on desirable sustainability outcomes. The methodology for calculating points was designed to reflect the interrelated nature of sustainabilityThe 7 Goal Areas are weighted equally, at 100 points apiece, with the exception of the Education,Arts & Community Goal, which has 70 points due to a lower number of Objectives.All STAR Objectives are worth 20, 15, 10, or 5 points and are weighted against each other in terms of their overall importance to sustainability and to the other Objectives. Objectives that were deemed to be either of high importance to sustainability, or that have many connections to other Objectives Within the rating system, have higher point values. An applicant's final score is calculated by summing the total scores of all Objectives and points awarded for Innovation & Process. One of the most important and unique features of the STAR Community Rating System is the fact that it awards credit for both Community Level Outcomes and Local Actions. An Objective score is the sum of the Outcome score and the Action score.The Outcome score is calculated first, followed by the Action score. In some cases, 100% of credit in an Objective can be obtained solely by achieving Outcomes. Because Outcomes show the measurable, condition -level indicators of community progress towards sustainability Within an Objective, they are weighted more heavily than Actions. By offering communities the opportunity to achieve points forActions, the methodology is calibrated to reward community effort. Achievement of points within Outcomes determines the amount of points available through Actions. Because many communities are not yet meeting the high thresholds of the Outcomes, the STAR methodology allows communities that have not met the Outcomes to achieve up to 70% of an Objective's points through Actions. Higher Outcome achievement results in more points awarded up front, leaving fewer points for Actions. However, an applicant that achieves no Outcome credit may still apply for up to 70% of the Objective's points by completing all Actions.This helps all communities achieve a score that they can be proud of and celebrate. How to calculate an Objective score: I. Calculate the Outcome score. Outcomes are either worth 100% or 70% of the total points available for the Objective. Each Outcome is worth a set number of points, based upon the number and relative weighting of Outcomes and the total number of points available forthe Objective.The number of points per Outcome is listed throughout the Technical Guide and can also be found in the tables at the end of the Points Appendix. 2. Use the Outcome score to determine how many points within the Objective are left over for Action credit. If no Outcome credit was achieved, up to 70% of the total points available for the Objective can be earned through Actions. 3. Determine Action scores. Each Action is worth a certain percentage of total available Action points, relative to the Action Type and the number of other Actions. 4. Sum the Outcome and Action score to obtain the Objective score. Tips on points: • Let the Self Assessment or Online Reporting Tool do the calculations for you. If you attempt to replicate the points in Excel, you will most likely not be able to calculate your exact score. Outcomes are worth more than Actions. By completing the Outcomes, you may not need to complete any or all Actions to get full points. Action points are dependent upon Outcome points. STAR Community Rating System,Uersion 1.2 Points Appendix Calculate an Objective Score for CE -3: Greening the Energy Supply Step I: Calculate the Outcome Score Outcome Score =Total Objective Points x Outcome Factor (%) x Outcome Achievement (%) CE -3: Greening the Energy Supply is worth a total of 15 points (Total Objective Points), 70% of which can be earned through the Outcomes (Outcome Factor). Because the Total Objective Points and the Outcome Factor are both set values, the only number to calculate based upon the community's submissions is the Outcome Achievement. In this example, the applicant achieved full credit for Outcome I and partial credit for Outcome 2: Outcome Measure Weighted Achievement Achieved Outcome Outcome Value Status Value Outcome 1: Green Vehicles 45% 100% 45% Outcome 1: Green Vehicles - Bonus 5% 0 0% Outcome 2: Electrical Energy Supply 50% 30% 15% Outcome Achievement 60% Outcome Score = 15Total Objective Points x 70% Outcome Factor x 60% Outcome Achievement = 15 x 0.7 x 0.6 = 6.3 points Step 2: Calculate the Action Score Action Score =Total Objective Points xAction Factor (%) x Action Achievement (%) Using the Outcome score calculated in Step 1, determine how many points within the Objective are left over for Action credit. Remember that if no Outcome credit was achieved, up to 70% of the total points available for the Objective can be earned through Actions. While the Total Objective Points are a set value, the Action Factor and Action Achievement must both be calculated based upon the community's submissions. Action Factor = 100%— (# of points achieved for Outcomes) # of available points in Objective = 100% - (6.3 / 15) = 58% of the Total Objective Points remain for Actions Then calculate the Action Achievement. In this example, the applicant submitted Actions 1, 4, 8, 10, and 11. STAR Community Rating System,Version 1.2 Points Appendix Action Achievement (%) = Total Achieved Action Measure & Type Action Points Weighted Action Values Total Avqftftegmaz� Achieved Action Action Values Achievement Action 1: Plan Development 2 2 Action 2: Policy and Code Adjustment 2 0 Action 3: Policy and Code Adjustment 2 0 Action 4: Partnerships and Collaboration I I Action 5: Partnerships and Collaboration 1 0 Action 6: Enforcement and Incentives 4 0 Action 7: Enforcement and Incentives 4 0 Action 8: Programs and Services 4 4 Action 9: Facility and Infrastructure Improvements 6 0 Action 10: Facility and Infrastructure Improvements 6 6 Action I I : Facility and Infrastructure Improvements 6 6 Totals 38 19 50% Action Achievement (9,,) =Total Achieved Action Points = 19 = 50% Total Available Action Points 38 Use the calculated Action Factor and Action Achievement to determine the Action Score: Action Score = 15 Total Objective Points x 58% Action Factor x 50% Action Achievement = 15x0.58x0.5 = 4.35 points Step 3: Calculate the Objective Score Objective Score = Outcome Score +Action Score The Objective Score is the sum of the Outcome and Action Scores calculated in the steps above. Objective Score = Outcome Score +Action Score = 6.3 + 4.35 = 10.65 points STAR Community Rating System,Uersion 1.2 Points Appendix iKSTAR COMMUNITIES $USTATNABILTTY TOOLS FOR ASSESSING & RATING &MMUNITTES 777 North Capitol Street NE, Suite 500,Washington, DC 20002 www.STARcommunities.org 01-07-16 CITY OF IOWA CITY IP8 MEMORANDUM Date: January 7, 2016 To: Mayor and City Council From: Marian K. Karr, City Clerk Re: KXIC Radio Show At your January 5th work session, and follow-ups conversations, Council Members agreed to the following schedule for the Wednesday 8AM radio show. Wednesday January 13 - Dickens January 20 — Mims January 27 — Botchway February 3 — Thomas February 10 — Cole February 17 — Throgmorton February 24 — Mims March 2 — March 9 — March 16 — March 23 — March 30 — In addition we are adding a 7:15 — 7:45 AM the first and third Friday of each month: Friday January 15 — Botchway February 5 — Mims February 19 — Botchway March 4 — UISG Representatives March 18 — ** Please remember that KXIC is very flexible with taping the Wednesday sessions ahead of the show. It is the intent of the Friday interviews to be live. U: radioshowappts.doc 01-07-16 CITY OF IOWA CITY IP9 ®�� MEMORANDUM Date: January 5, 2016 To: Mayor and City Council From: Marian K. Karr, City Clerk 14 Re: Joint Meeting Agenda Items for January 25 The next joint meeting with City Councils of Johnson County municipalities, the Johnson County Board of Supervisors, the Iowa City School District and neighboring school districts will be held on Monday, January 25, 2016. The meeting will be hosted by North Liberty. Please come prepared to discuss agenda items you would like to include on that agenda at the next Council work session on January 19. A complete agenda and meeting date confirmation will be available in your packet preceding the joint meeting. From the City Manager Diversity Programs Are Failing Minorities. Here's A Better Way. If companies really wanted to diversify, they could. 01106/2016109:1 2 am ET I Updated 26 minutes ago Emily PeckExecutive Business & Technology Editor, The Huffington Post ON ZOONAR RF VIA GETTY IMAGES ADVERTISEMENT AdChoien Here's how you know diversity is not something most businesses take seriously: They spend more time talking about the issue -- crafting diversity mission statements, conducting bias trainings -- than actually doing anything about it. The message is, even though there aren't many women or people of color at the top of our company, we do totally care about getting better! That message is more than just disingenuous, it actually can make things worse for minorities and women, notes a provocative new niece published Monday on the Harvard Business Review's website. The article's title is discouraging: "Diversity Policies Don't Heli) Women or Minorities, and They Make White Men Feel Threatened." Yet buried within the piece, which cites a wide body of research on diversity initiatives, is a heartening message, one that the authors echoed in a phone call with The Huffington Post: Companies can make themselves more diverse. GENDER Diversity Policies Don't Help Women or Minorities, and They Make White Men Feel Threatened by Tessa L. Dover, Cheryl R. Kaiser, and Brenda Major uwuovnA nine HARVARD BUSINESS REVIEW Businesses must enact real strategies -- beyond marketing tools, the authors of the piece told HuffPost. "Give goals to the people in charge of hiring. Check up on those goals," Tessa Dover, co-author of the HBR piece and a researcher in social psychology at the University of California, Santa Barbara, said by phone Monday. Research suggests that one of the ways to truly achieve diversity is to hold leaders accountable, she added. Businesses need to treat diversity problems the same way they would treat, say, a drop in profits -- all hands on deck to fix the issue immediately. Hold people accountable, question current practices and measure everything. No self-respecting public company would hold "profits training," then sit back and hope individuals make things better. Yet so many of them offer "bias training," as though telling workers they have a tendency to unconsciously believe harmful stereotypes is all you need to do to fix the issue. It's hardly a new notion that there's a lack of women or people of color (or women of color) at the top -- or even working at -- many of the nation's leading companies. The situation is so bad that Twitter couldn't even seem to find a person of color or a woman to head up its diversity efforts, recently announcing that Jeffrey Siminoff, a white man, would take on the role. The company has more men named Peter (three of them), than women (one) on its board of directors, btw. Indeed, by some measures, the business world's diversity situation is actually getting worse. The percentage of African-American men who hold board seats has actually fallen over the past decade, according to a recent suryey. When the CEO of TJX Companies steps down this month, there will be only 20 female CEOs on the S&P 500. If diversity policies aren't backed by real strategic efforts, the results are not good. The authors of the HBR niece -- experimental psychologists from UC Santa Barbara and the University of Washington cite a body of research that shows that diversity policies can lead to fewer minorities getting hired and, perhaps worse, give companies cover for wriggling out of discrimination lawsuits. "Currently, diversity initiatives' strongest accomplishment may actually be protecting the organization from litigation," they write. The article's authors cite other academics' work on the effectiveness of diversity programs. Their own research has focused on how diversity policies can alter perceptions of how workers are treated. In a recent paper, they found that the presence of a diversity policy makes white males more anxious about fair treatment. They have more research forthcoming on how Latinos perceive diversity programs. The authors also pointed to the need for good data and research on what works. Currently there isn't much. "It's not that diversity policies are useless, it's that they have to be grounded in science and evaluated to ensure they're actually making a difference," Carissa Romero -- a partner at Paradigm, a diversity consulting group that works with tech companies like Pinterest, Slack and Airbnb -- told HuffPost. Tech stalwart Intel, for example, has concrete, measurable goals around diversity in hiring. For 2015, the company said it wanted 40 percent of new hires to be women or people of color, and it exceeded that goal. Its CEO has been vocal on its aims, and the company is trying different ways to achieve its goals, including doubline referral bonuses for employees who bring in diverse new hires. While many other tech companies say they are committed to hiring more diverse candidates, few have taken action is such a measurable way. Intel is "showing real improvement," Joelle Emerson, Paradigm's founder and CEO, told HuffPost. When asked about other measurable, successful attempts by a company to diversify, Emerson also pointed to efforts at Google, which was able to retain more women after lengthening maternity leave. Footnote: 2. Defined as women, African American (or Black) Hispanic, and Native American 5. Defined as Grades 10.11, the top 6.7% of the U.S. workforce under VP and Fellows INTEL HuffPost has written in the past about a small Chica og companv that's overhauled its interview process specifically to encourage more diversity -- an effort that's paying off. Increase In Diversity Senor' Women Senior' African American 1e%- 11% 2.0% - Increase 16% 14%- 1.5%- 12% - 10% - 1.016 - e% - 6% - 4% - 2% - 0 OA% Dec 2014 JuL2015 Dec 2014 JW. 2015 December 2014 July 2015 December 2014 July 201, 5 432 562 39 53 14.07% 15.67% 1.24% 1.46% Footnote: 2. Defined as women, African American (or Black) Hispanic, and Native American 5. Defined as Grades 10.11, the top 6.7% of the U.S. workforce under VP and Fellows INTEL HuffPost has written in the past about a small Chica og companv that's overhauled its interview process specifically to encourage more diversity -- an effort that's paying off. Still, good examples of what's working are hard to come by. "I think one big problem is there isn't a lot of research done in real organizations to mark the impact of specific diversity policies," Emerson said. "There should be tons of these examples overtime, but organizations haven't been good at measuring data, or have touted the amazing change they've experienced, when the data don't really seem to bear that out." In other words: We need less talk and more research. Streetsblog USA)) Real Estate Giant: Suburban Office Parks Increasingly Obsolete » Print Page 1 of 2 From the City Manager - Streetsblog USA - http://usa.streetsbiog.org - IP11 Real Estate Giant: Suburban Office Parks Increasingly Obsolete Posted By Angie Schmitt On December 10, 2015 @ 2:03 pm In Development,Sprawl,Studies & Reports,Suburbia 1 17 Comments What tenants want in an office building is changing, and the old model of the isolated suburban office park is going the way of the fax machine. That's according to a new report from Newmark, Grubb, Knight and Frank [PDF Eli), one of the largest commercial real estate firms in the world. The old -school office park does "not offer the experience most of today's tenants are seeking," according to NGKF. As a result, the suburban office market is confronting "obsolescence" on a "massive scale." More than 1,150 U.S. office properties — or 95 million square feet — may no longer pencil out, the authors estimate, though a number of those can be salvaged with some changes. "Walkability and activated environments are at the top of many tenants' list of must haves," the report states. Office parks in isolated pockets without a mix of uses around izi them must have "in -building amenities" -including a conference center, a fitness center, and food service — to Suburban office parks are losing their remain competitive, according to NGKF: "If tenants are not luster, industry analysts say. Photo: going to be able to walk to nearby retail or a nearby office Wikioedia [31 property to get lunch, they had better be able to get it at their own building." The study took a close look at suburban office submarkets in and around Denver, Washington, San Francisco, Chicago, and New York. In the "southeast suburban" Denver office district, for example, office buildings within a quarter -mile of the new light rail line had a 1.7 percent vacancy rate. For those outside a quarter -mile, vacancy rates were nine percentage points higher. NGKF's findings don't mean that office tenant preferences are in perfect alignment with walkability, however. Parking was also important to the marketability of buildings in suburban Denver. The report notes that a lot of older management personnel prefer to drive, while younger workers want transit access. So buildings that offered both were in the highest demand. 1/4/2016 MrZrTm IP12 mj Branstad open to collecting data on police stops Kathy A. Bolten, kbolten@dmreg.com 7:30 p.m. CST January 6, 2016 Iowa Gov. Terry Branstad said this week he is not opposed to requiring the state's law enforcement officers to collect data on the race or ethnicity of people they stop — a crucial step toward identifying and eliminating racial profiling, advocates say. However, Branstad stopped short of endorsing an anti -racial profiling bill that is expected to be introduced in the Iowa Legislature, which begins its 2016 session Monday. "This is such a delicate and difficult issue to deal with," Branstad said in an exclusive interview with the Register earlier this week. "Is there a way you can put a piece of legislation together that is fair and balanced? I don't know." The NAACP has drafted Iowa legislation ation that would prohibit the state's law enforcement officers from engaging in racial profiling. It would require officers to collect and analyze the race and ethnicity of the people they stop. The proposal comes during a time of increased scrutiny and criticism of law enforcement officers' interactions with the public, particularly minorities. Iowa is among 19 states that don't have a law that addresses racial profiling, data from the Denver-based National Conference of state Legislatures show. The national NAACP, in a 2014 report, described many state anti -profiling laws as inadequate because they failed to require data collection and did not establish commissions to review profiling complaints. In his interview with the Register, Branstad was asked whether he would oppose collecting data on the race and ethnicity of people stopped by police. "I don't have a problem with that," he said. "I'm very empathetic with people who feel they are being targeted or profiled. But I also don't want law enforcement or the public to feel they can't report something that is suspicious. That is the delicate balance." In an email after the interview, Branstad's communications director Ben Hammes wrote that the governor "would want to consider input from law enforcement and stakeholder groups" before deciding whether to support collecting traffic stop data. Still, NAACP members said they were encouraged by Branstad's willingness to consider mandating data collection. "I'm glad the governor is not opposed," said Betty Andrews, president of the Iowa -Nebraska NAACP Conference of Branches. "Ultimately, we would like to see everything (in the proposed bill) passed. We understand we have to work with people and would be open for any type of conversation that gets us to our goal." State Rep. Ako Abdul-Samad, a Democrat from Des Moines, said he would likely sponsor the proposed legislation and is hopeful that, if the entire bill isn't passed, at least the portion requiring data collection receives support. Currently, the Iowa City and Davenport police departments are the only ones in Iowa known to formally track, analyze and share traffic stop data. Officials in Dubuque are considering collecting and analyzing traffic stop data. A recent Register special report found a disconnect between black Iowans, who said they felt profiled by police, and law officers who said that they are simply enforcing the law. The wide gap in perceptions breeds mistrust. "With data collection, if there is a problem, it can be corrected," Abdul-Samad said. Efforts by the Iowa Law Enforcement Academy's leadership to improve and upgrade training of police officers and recruits will help prevent racial profiling from occurring in Iowa, Branstad said. The academy is overhauling its training, implementing a new curriculum called "Blue Courage" that emphasizes instilling recruits and seasoned officers with a guardian mentality, instead of a militaristic one. Academy officials are also working with the U.S. Attorney's Office for the Southern District of Iowa, FBI and U.S. Department of Justice to co -host officer and recruit training in the areas of civil rights and 21 st century policing, an academy official said. Several police chiefs and county sheriffs interviewed recently by the Register said they aren't opposed to collecting information on the demographics of people stopped by officers — as long as the data were accurate. Some said they opposed requiring officers to ask a person his or her race or guessing at someone's race, which they said could lead to inaccurate reporting. In Iowa, race or ethnicity is not one of the descriptors included on a driver's license; an Iowa Department of Transportation spokeswoman said officials are unaware that the information was ever included. It had been included on other states' driver's licenses, but legal challenges halted the practice. Andrews said the NAACP is open to exploring including a person's race or ethnicity on driver's licenses, particularly if the information was only included in the licenses' electronically read data strip. "We think if that information was encrypted on the driver's license it would answer the concerns some folks have with listing race" on the card, said Russell Lovell, a retired Drake Law School professor and longtime NAACP member who helped write the draft anti -racial profiling bill. Abdul-Samad also said he would support including race or ethnicity on a driver's license. But, he added, "if we can't get that done, I have no problem with officers collecting that information by asking, as long as we educate the public about it." From Mayor Pro tem Botchway Dr. Martin Luther King, Jr. Celebration IP13 Bethel African Methodist Episcopal Church Monday, January 18, 2016, 2:00 p.m. 411 South Governor Street Iowa City, Iowa Special Guest Speakers: The Rev. Marcus Haack and Orville H. Townsend, SR. "Building and Crossing Bridges Together" Musical Selections by Charism and Bethel A.M.E. Youth and Adult Choirs Reception following the Program From Mayor Pro tem Botchway IP14 Black Workers' Conference Sponsored by the Iowa City Federation of Labor, AFL-CIO with support from the Iowa Federation of Labor, AFL-CIO Presented by The University of Iowa Labor Center A one -day education conference designed to bring together black workers active in their unions or communities. Open to all area workers and union members interested in learning about workplace rights, racial justice, and labor issues. Topics will include: • Race & Labor Rights: U.S. labor and civil rights history, & key trends and issues facing black workers today • Your rights at work: Introduction to legal rights and contract enforcement • Building power for the future: Roles of the labor movement and black leaders in organizing for workplace and community justice DATE: Saturday, January 16, 20�6 NES oPj�** TIME: 9:00 am - 3:30 pm LOCATION: Iowa City Federation of Labor 940 S. Gilbert Court, Iowa City Please register be ore January 12t'' by calling 319-335-4144. Lunch provided by the Iowa City Federation of Labor. Printed of Ul Copy Centers by employees represented by AFSCME Local 12, Council 61 IP15 � r Jnr *� _ant �MEMORANDUM Date: January 5, 2016 To: City Manager, City Council From: Dennis Bockenstedt, Finance Director Re: Quarterly Financial Summary for Period Ending September 30, 2015 Introduction This memorandum contains the quarterly financial analysis for the City's financial position as of September 30, 2015. The quarterly report includes combined summaries of all fund balances, revenues, and expenditures followed by individual summaries of the major funds within the City budget. For this report, we have included the Road Use Tax Fund as a major fund. CDBG and Stormwater are new within this report as major funds. September ends the first quarter, which is 25 percent of the fiscal year. The highlights of the City's quarterly financial report as of September 30 are as follows: Combined Statements AN Funds Summary (page 5): The ending fund balance for the quarter ending September 30, 2015, was $180,181,996 compared to beginning fund balance of $188,533,932 for all funds. Of that amount, $78,175,855 represents fund balance that has been restricted, committed, or assigned. These funds have been reserved for a particular purpose and are not available for general operations. That leaves a balance of $102,006,141 that is unassigned. Revenues by Type (page 6-7): FY2016 year-to-date revenues for all budgetary funds are $22,624,909 compared to revised budget of $159,615,153 and are 14.2% of the revised budget (page 7). Internal service fund revenues are at 19.4% of their revised budget. Individual funding source highlights are as follows: • Taxes Levied on Property Taxes: FY2016 revenues are at 6.4% of the revised budget. The first half of property taxes will be received in the next quarter. Major funds that receive property taxes include the General Fund (page 12), Employee Benefits (page 15) and Debt Service (page 16). • TIF Revenues: FY2016 revenues are at 8.7% of the revised budget. They are received in the TIF funds on the same schedule as property taxes. TIF funds are not classified as a major fund. Other City Taxes: FY2016 revenues are at 0.4% of the revised budget. Revenue in the first quarter is only from mobile home taxes distributed by the Johnson County Treasurer. Other City Taxes also includes Gas and Electric Replacement tax which is received on the same schedule as property taxes, Hotel / Motel tax and Utility Franchise Tax which are received quarterly for revenues earned in the prior quarter. The first quarter receipts for most of these revenues are recorded in the prior fiscal year based on the service dates. Major funds that receive Other City Taxes include the General Fund (page 12), Employee Benefits Fund (page 15) and Debt Service Fund (page 16). Licenses, Permits & Fees: FY2016 revenues are at 24.9% of the revised budget. This revenue is primarily from construction permit and inspection fees and cable franchise fees in the General Fund (page 12). First quarter revenues for construction permit and inspection fees are 38.9% of the revised budget and 20% higher than this time last year due to several larger projects. Other revenues are consistent with the first quarter of FY2015. • Use of Money and Property: FY2016 revenues are at 16.3% of the revised budget. Interest income is lower in the first quarter due to accruals back to the prior year. All of the major funds include this revenue source. Rents and Royalties and Commissions are on target at 27.2% and 40.2% of the revised budget, respectively. Intergovernmental Revenue: FY2016 revenues are at 20.1% of the revised budget. The budget for intergovernmental revenue includes a variety of federal, state and other local government revenues that are either for operating or capital assistance. It also includes state backfill for commercial and industrial property valuation rollback changes. Major funds that receive property tax backfill include: General Fund (page 12), Employee Benefits Fund (page 15) and the Debt Service Fund (page 16). Intergovernmental revenue is a primary revenue source for the CDBG Fund (page 13), Road Use Tax Fund (page 14), Transit Fund (page 18), and also the Housing Authority Fund (page 24). Other funds receive intergovernmental revenue on an inconsistent basis. o Federal receipts are at 13.4% of the revised budget. Receipts in the first quarter are primarily for the Housing Authority, CDBG, HOME and Capital Projects funds. Federal transit assistance is usually received in the 4`h quarter. Grant funding for capital projects is not received on a consistent basis. There are no issues at this time. o Property Tax Credits are at 0%. This includes the property tax backfill for commercial and industrial property which is received in the second and fourth quarters of the fiscal year. o Disaster Assistance is also 0% of the revised budget. This is the State match for FEMA funded projects. Timing is based on project completion dates. o State 28E Agreements are 107.2% of the revised budget. This revenue is for fire protection services provided to the University of Iowa. It is received once a year for the prior year services and receipted into the General Fund, Employee Benefits Fund and the Capital Projects Fund for fire equipment. FY2016 revenue is 3% above FY2015 revenue. Charges for Fees and Services: FY2016 revenues are at 21.2% of the revised budget. All of the major funds include charges for fees and services except for the CDBG Fund, Employee Benefits Fund, Debt Service Fund and the Housing Authority Fund. o Culture & Recreation fees are on track at 23.3% of the revised budget in the General Fund (page 12). o Police Services revenue is 49.8% of the revised budget. These revenues are received inconsistently from forfeitures and requests for special police services. o Miscellaneous Charges for Services is 43.9% of the revised budget. Revenues are primarily from cemetery interment fees. Revenues are approximately the same as this time in FY2015. o The utility funds Wastewater (page 19), Water (page 20), and Refuse (page 21) are between 17% and 19% of the revised budget at this time. This represents two months of activity rather than three months due to accrual of July receipts back to the prior fiscal year. Actual revenue is based on when services are delivered and revenues are earned. o Parking Charges are 33.4% of the revised budget and consistent with prior year revenues. • Miscellaneous: FY2016 revenues are at 21.6% of the revised budget. The miscellaneous revenue category includes fines, contributions and donations, intra -city charges, and other miscellaneous revenues such as reimbursement of expenses. All of the major funds include at least one of the above as a revenue source. Miscellaneous revenue is not received on a consistent basis. o Parking fines are 23.6% of the revised budget and are receipted in the General Fund (page 12) and the Parking Fund (page 17), depending on the type of violation. Revenue from Code Enforcement, Parking Fines and Library Fines are slightly lower than the first quarter of FY2015. o Contributions & Donations are 15% of the revised budget. This revenue is typically received in the Library, Senior Center and Capital Improvement Projects. o Other Miscellaneous Revenue is 16.6% of the revised budget. It includes reimbursement of expenses, and intra -department energy efficiency revolving loan program revenues which do not occur on a regular basis. • Other Financial Sources: FY2016 revenues are 6.7% of the revised budget. Sources include debt sales, sale of assets and loans (from external sources). Major funds with Other Financial Sources include the General Fund (page 12), CDBG Fund (page 13) and the Debt Service Fund (page 16). o Sale of assets is 32.7% of the revised budget primarily due to sale of 5 properties in the UniverCity program within the General Fund (page 12). o Loans are 18.2% of the revised budget also related to external loan financing of the UniverCity program, which is repaid as the houses are sold. o Debt sales are 0% of the revised budget. The General Obligation bond sale for capital improvement projects typically occurs in the fourth quarter of the fiscal year. Expenditures by Fund by Department (page 8-9): FY2016 expenditures for all budgetary funds are 16.3% of the revised budget. Fund and department expenditure highlights are as follows: • General Fund / Finance Department: Overall the fund expenses are 21.1% of the revised budget (page 12). However, Finance Department expenditures are 31.2% of the revised budget due to property and liability insurance annual payments from the Tort Division which have already occurred for the year. • Home Fund / Neighborhood & Development Services Department: Expenditures are 79.6% of the revised budget with a number of program loans disbursed early in the fiscal year. • Wastewater and Water Funds / Public Works Department: Expenses are above 25% of the revised budget (page 19-20). Expenses are higher due to debt service payments that occur at the beginning of the fiscal year. • Housing Authority Fund / Neighborhood & Development Services Department: Housing Authority expenses are 32.9% of the revised budget (page 24). Voucher Rental assistance payments have increased due to twenty additional vouchers authorized for the veterans' supportive housing (VASH) program. Also, a new payment standards schedule became effective in May 2015, which increased the maximum amount per unit that the Housing Authority pays in rental assistance. • Capital Project Funds: Expenses in these funds are only 0.8% of the revised budget. CIP expenditures do not occur evenly throughout the year and vary according to what phase of design or construction the projects are in. Also, contract retainage expense is reflected when the work is performed rather than when it is paid. Enterprise Capital 3 Projects show a negative expense at this time due to the accrual process for contract retainage between FY2015 and FY2016. Expenditures by State Program by Department (page 11): Expenditures have a fund and department classification as mentioned above. They also have a program classification for state reporting purposes. By Iowa code, the City cannot exceed its budget authority adopted by City Council in any of the nine budgeted program areas. Internal Service funds are not within the budgeted program areas and do not fall under this restriction. The Budgetary Expenditures by Program chart (page 11) presents the actual expenditures for each program area versus its appropriated level. FY2016 expenditures for all budgetary funds are 16.3% of the revised budget, including capital improvement projects. Health and Social Services and General Government are the only two program areas that have expenditures in excess of 25% of the revised budget at this time. Health and Social Services: Expenditures are 28.4% of the revised budget. Expenditures in this program area are from the Human Services activity in the General Fund (page 12). Expenditures are above 25% due to full payment at the beginning of the year for a few agencies. Most are disbursed on a quarterly basis. General Government: Expenditures are 28.3% of the revised budget. The Finance department is 37.5% of the revised budget, due to payment of the workers compensation insurance payment from the Employee Benefits Fund, and to annual property and liability insurance payment from the Tort Liability Division. All other department expenditures are less than 25% of the revised budget at this time. Conclusion Overall, the City's revenues and expenditures for the fiscal year are within budget and generally have no fund balance issues to report. The HOME fund and Other Shared Revenue fund both have negative balances which will be funded by grants. Capital improvement projects, grants and economic development capital acquisitions such as the UniverCity program tend to fluctuate more than operating budgets and will not compare evenly throughout the year to budget estimates. The modified accrual basis for budget to actual comparison tends to make first quarter reporting less intuitive since several revenue categories appear below budget due to accruals to the prior fiscal year; however there are no major trends to be concerned about at the macro level. The Finance Department believes in an open and transparent system. Any of the information presented in this report is available in greater detail if requested. City of Iowa City All Fund Summary FY2016 Through The Quarter Ended September 30, 2015 Budgetary Funds General Fund 10" General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff 8 Cons Block Grant 2315 UniverCity Neighborhood Pship 2350 Metro Planning Org of Johnson Co 2400 Employee Benefits 2510 Peninsula Apartments 26" Tax Increment Financing 2820 SSMID-Downtown District Debt Service Fund 5'" Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710" Parking 715" Mass Transit 720" Wastewater 730* Water 7400 Refuse Collection 750" Landfill 7600 Airport 7700 Stormwater 780" Cable Television 79" Housing Authority Capital Project Funds Governmental Projects Enterprise Projects Total Budgetary Funds Non -Budgetary Funds Capital Project Funds Internal Service Projects Internal Service Funds 810" Equipment 8200 Risk Management 830" Information Technology 8400 Central Services 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non -Budgetary Funds Total All Funds $ 49,045,399 $ 6,530,416 $ 3,868,605 $ 11,277,973 $ 2,063,106 $ 46,103,341 $ 29,443,488 $ 16,659,852 144,414 Estimated - 98,655 - Unassigned Fund Fund Restricted, Fund Balance Transfers Transfers Balance Committed, Balance 7/1/2015 Revenues In Expenditures Out 9/30/2015 Assigned 9/30/2015 Budgetary Funds General Fund 10" General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff 8 Cons Block Grant 2315 UniverCity Neighborhood Pship 2350 Metro Planning Org of Johnson Co 2400 Employee Benefits 2510 Peninsula Apartments 26" Tax Increment Financing 2820 SSMID-Downtown District Debt Service Fund 5'" Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710" Parking 715" Mass Transit 720" Wastewater 730* Water 7400 Refuse Collection 750" Landfill 7600 Airport 7700 Stormwater 780" Cable Television 79" Housing Authority Capital Project Funds Governmental Projects Enterprise Projects Total Budgetary Funds Non -Budgetary Funds Capital Project Funds Internal Service Projects Internal Service Funds 810" Equipment 8200 Risk Management 830" Information Technology 8400 Central Services 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non -Budgetary Funds Total All Funds $ 49,045,399 $ 6,530,416 $ 3,868,605 $ 11,277,973 $ 2,063,106 $ 46,103,341 $ 29,443,488 $ 16,659,852 144,414 40,108 - 98,655 - 85,867 - 85,867 132,858 154,668 - 439,265 - (151,739) - (151,740) 5,564,215 1,777,340 99,093 1,029,902 293,398 6,117,348 - 6,117,348 (109) - - 550 - (659) - (659) 292,006 36,457 67,559 128,020 - 268,002 - 268,002 1,592,570 949,312 - 143,671 2,347,317 50,894 - 50,894 105,146 19,009 - 13,405 - 110,750 - 110,751 835 89,111 - - - 89,946 - 89,946 - 7,765 - - - 7,765 - 7,765 6,444,718 843,929 115,882 (83) 3,713,076 4,762,385 19,788,658 12,332,979 1,050,437 24,052,855 611,028 1,571,993 1,571,324 5,911,702 12,886,726 8,108,609 3,094,328 - 4,194,319 669,265 3,525,054 115,799 115,799 1,571,074 - 723,184 55,361 4,505,605 385,583 4,120,022 768,164 777,637 1,216,813 7,413 5,083,960 1,268,156 3,815,804 2,249,308 1,183,019 5,232,095 1,308,019 16,680,871 6,901,767 9,779,104 1,848,826 502,679 2,825,793 503,205 11,355,486 2,982,900 8,372,586 561,042 - 674,781 - 936,698 - 936,698 1,292,829 62,774 775,233 - 24,633,225 21,619,664 3,013,561 77,966 30,482 64,241 - 655,235 100,000 555,235 208,137 - 95,495 - 1,684,635 - 1,684,635 - - - 1,571,324 - - - 2,012,928 - 2,483,658 11,295 5,429,677 2,996,600 2,433,077 1,324,923 1,664,393 1,664,527 221,328 13,990,187 - 13,990,186 261,680 125,526 (1,135,866) - 9,631,681 - 9,631,681 $ 159,799,706 $ 22,624,909 $ 8,381,767 $ 30,845,723 $ 8,381,766 $ 151,578,893 $ 66,367,423 $ 85,211,468 $ 465,596 $ 807 $ - $ 238,323 $ - $ 228,080 $ - $ 228,080 11,018,138 1,411,988 - 759,536 - 11,670,590 8,193,984 3,476,606 3,298,488 2,345 - 188,509 - 3,112,324 - 3,112,324 2,530,336 237,923 - 388,017 - 2,380,242 - 2,380,242 658,527 49,097 - 44,390 - 663,234 - 663,235 10,620,338 1,791,901 - 2,012,017 - 10,400,222 3,614,448 6,785,774 142,803 90,797 - 85,189 - 148,411 - 148,412 $ 28,734,226 $ 3,584,858 $ $ 3,715,981 $ $ 28,603,103 $11,808,432 $ 16,794,673 $188,533,932 $ 26,209,767 $ 8,381,767 $ 34,561,704 $ 8,381,766 $ 180,181,996 $78,175,855 $102,006,141 6 City of Iowa City All Funds Revenues by Type FY2O16 Through The Quarter Ended September 30, 2015 11 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Budgetary Fund Revenues Property Taxes $ 51,492,986 $ 52,033,986 $ 52,033,986 $ 3,339,789 $ (48,694,197) 6.4% Delinquent Property Taxes 3,366 - - - - TIF Revenues 640,244 1,020,126 1,020,126 89,111 (931,015) 8.7% Other City Taxes 2,877,888 2,786,289 2,786,289 10,369 (2,775,920) 0.4% General Use Permits 103,958 87,011 87,011 5,912 (81,099) 6.8% Food & Liq Licenses 120,434 99,912 99,912 20,995 (78,917) 21.0% Professional License 18,704 16,610 16,610 5,080 (11,530) 30.6% Franchise Fees 750,167 727,698 727,698 15,631 (712,067) 2.1% Const Per & Ins Fees 1,537,002 1,280,144 1,280,144 498,605 (781,539) 38.9% Misc Lic & Permits 38,115 37,960 37,960 14,151 (23,809) 37.3% Licenses, Permits, & Fees 2,568,380 2,249,335 2,249,335 560,374 (1,688,961) 24.9% Interest Revenues 1,139,734 742,838 742,838 (27,642) (770,480) -3.7% Rents 1,291,672 1,192,640 1,192,640 324,310 (868,330) 27.2% Royalties & Commissions 105,454 80,634 80,634 32,453 (48,181) 40.2% Use Of Money And Property 2,536,860 2,016,112 2,016,112 329,121 (1,686,991) 16.3% Fed Intergovnt Revenue 13,160,509 16,406,042 22,498,825 3,010,133 (19,488,692) 13.4% Property Tax Credits 1,135,396 2,152,703 2,152,703 202 (2,152,501) 0.0% Road Use Tax 7,230,663 6,744,663 6,744,663 1,773,736 (4,970,927) 26.3% State 28E Agreements 1,753,673 1,684,894 1,684,894 1,806,870 121,976 107.2% Operating Grants 84,126 90,067 90,067 17,936 (72,131) 19.9% Disaster Assistance 61,259 - 86,927 - (86,927) 0.0% Other State Grants 10,543,117 2,237,352 3,029,538 581,106 (2,448,432) 19.2% Local 28E Agreements 989,787 980,701 980,701 319,496 (661,205) 32.6% Intergovernmental 34,958,530 30,296,422 37,268,318 7,509,479 (29,758,839) 20.1% Building & Devlpmt 694,796 358,082 358,082 78,881 (279,201) 22.0% Police Services 226,621 31,335 31,335 15,607 (15,728) 49.8% Animal Care Services 9,945 10,000 10,000 2,942 (7,058) 29.4% Fire Services 11,404 7,500 7,500 2,130 (5,370) 28.4% Transit Fees 1,448,151 1,385,691 1,385,691 217,666 (1,168,025) 15.7% Culture & Recreation 741,912 805,961 805,961 187,559 (618,402) 23.3% Library Charges 39 - - 14 14 Misc Charges For Services 67,073 52,236 52,236 22,930 (29,306) 43.9% Water Charges 8,531,499 9,271,112 9,271,112 1,833,557 (7,437,555) 19.8% Wastewater Charges 12,180,738 12,555,993 12,555,993 2,209,926 (10,346,067) 17.6% Refuse Charges 3,925,946 3,446,256 3,446,256 664,858 (2,781,398) 19.3% Landfill Charges 5,043,246 5,269,970 5,269,970 1,150,686 (4,119,284) 21.8% Stormwater Charges 1,147,390 1,140,000 1,140,000 209,030 (930,970) 18.3% Parking Charges 5,972,285 5,751,956 5,751,956 1,918,379 (3,833,577) 33.4% Charges For Fees And Services 40,001,045 40,086,092 40,086,092 8,514,165 (31,571,927) 21.2% Code Enforcement 322,537 415,841 415,841 42,718 (373,123) 10.3% Parking Fines 614,363 512,997 512,997 121,307 (391,690) 23.6% Library Fines & Fees 166,785 175,666 175,666 37,295 (138,371) 21.2% Contrib & Donations 547,781 413,318 647,349 97,347 (550,002) 15.0% Printed Materials 49,104 43,136 43,136 11,198 (31,938) 26.0% Animal Adoption 12,912 11,060 11,060 4,520 (6,540) 40.9% Misc Merchandise 66,801 59,036 59,036 37,315 (21,721) 63.2% Intra -City Charges 2,760,448 2,766,196 2,834,951 693,295 (2,141,656) 24.5% Other Misc Revenue 930,739 634,418 634,419 105,578 (528,841) 16.6% 11 City of Iowa City All Funds Revenues by Type FY2016 Through The Quarter Ended September 30, 2015 Special Assessments Miscellaneous Debt Sales Sale Of Assets Loans Other Financial Sources Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Project Funds Internal Service Funds Total Non -Budgetary Revenues Total Revenues -All Funds $55,000,000 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised 5,472,074 5,032,647 5,335,434 1,150,699 (4,184,735) 21.6% 7,866,773 12,982,068 12,982,068 - (12,982,068) 0.0% 2,316,495 494,150 2,909,982 952,749 (1,957,233) 32.7% 2,339,448 927,412 927,412 169,053 (758,359) 18.2% 12,522,716 14,403,630 16,819,462 1,121,802 (15,697,660) 6.7% $ 153,074,089 $ 149,924,639 $ 159,615,153 $ 22,624,909 $ (736,990,244) 14.2% $ 100,760 $ 100,000 $ 100,000 $ 807 $ (99,193) 0.8% 17,812,864 18,491,211 18,491,211 3,584,051 (14,907,160) 19.4% $ 17,913,624 $ 18,591,211 $ 18,591,211 $ 3,584,858 $ (15,006,353) 19.3% $ 170,987,713 $ 168,515,850 $ 178,206,365 $ 26,209,767 $ (151,996,598) 14.7% All Funds Budgetary Revenues by Type FY2016 Through the Quarter Ended September 30, 2015 +eh +e" Jee +¢" e¢6 �J P aov¢2� cov¢a� Al Cr ¢�`y4t PJaQyo ,¢aJJam Q 4Q O� Q t eJ �¢a$o e¢yP tl aJ,dJ ¢J ¢a, of �J F aF QJ os �A Foa .oe OapJ �¢e 5 O� a ¢5 J L�a� FI N FY 2016 Revised ■ FY 2016 Year -to -Date City of Iowa City Budgetary Funds Expenditures by Fund by Department FY2O16 Through The Quarter Ended September 30, 2015 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Budgetary Funds Expenditures General Fund 10- General Fund City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmnt Services Public Works Transportation & Resource Manag Total General Fund Special Revenue Funds 2100 Community Dev Block Grant Neighborhood & Dvlpmnt Services 2110 HOME Neighborhood & Dvlpmnt Services 2200 Road Use Tax Fund Public Works 2300 Other Shared Revenue Neighborhood & Dvlpmnt Services 2350 Metro Planning Org of Johnson Cc Neighborhood & Dvlpmnt Services 2400 Employee Benefits Finance 2510 Peninsula Apartments Neighborhood & Dvlpmnt Services 26- Tax Increment Financing Neighborhood & Dvlpmnt Services 2820 SSMID-Downtown District Neighborhood & Dvlpmnt Services Total Special Revenue Funds Debt Service Fund 5"' Debt Service Finance Total Debt Service Fund $ 97,273 $ 119,412 $ 119,412 $ 26,442 $ 518,724 576,888 576,888 100,052 690,901 712,939 712,939 143,492 1,805,223 2,260,704 2,290,704 479,266 3,751,801 4,097,972 4,097,969 1,278,891 12,389,622 12,892,439 12,963,803 2,463,920 7,598,771 7,754,662 7,784,201 1,599,837 7,628,887 8,147,163 8,207,788 1,564,116 5,908,777 6,150,211 6,280,211 1,369,036 834,813 898,419 934,017 157,542 6,958,307 5,326,434 8,159,526 1,894,323 1,137,570 1,390,342 1,390,342 201,056 49,320,669 50,327,585 53,517,800 11,277,973 535,735 753,955 387,664 551,612 5,563,554 5,840,581 129,831 - 832,605 98,655 551,612 439,265 5,919,223 1,029,902 - 550 (92,970) (476,836) (569,447) (1,811,438) (2,819,078) (10,499,883) (6,184,364) (6,643,672) (4,911,175) (776,475) (6,265,203) (1,189,286) (42,239,826) (733,950) (112,347) (4,889,321) 550 22.1% 17.3% 20.1% 20.9% 31.2% 19.0% 20.6% 19.1% 21.8% 16.9% 23.2% 14.5% 541,601 610,325 610,325 128,020 (482,304) 21.0% 976,606 951,539 951,539 143,671 (807,868) 15.1% 59,957 48,206 48,206 13,405 (34,801) 27.8% 18,670 42,500 42,500 - (42,500) 0.0% 296,141 294,092 294,092 - (294,092) 0.0% 8,509,759 9,092,810 9,250,102 1,853,468 (7,396,634) 20.0% 17,208,781 13,207,838 13,212,238 3,094,328 (10,117,910) 23.4% 17,208,781 13,207,838 13,212,238 3,094,328 (10,117,910) 23.4% 8 City of Iowa City Budgetary Funds Expenditures by Fund by Department FY2O16 Through The Quarter Ended September 30, 2015 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Enterprise Funds $ (2,645,767) 21.5% 7,537,903 1,216,813 710' Parking 16.8% Total Enterprise Funds 5,232,095 (5,280,426) Transportation & Resource Managemen $ 11,228,816 $ 3,270,015 $ 3,368,951 $ 715' Mass Transit 674,781 (2,373,701) 22.1% $ (14,779,160) Transportation & Resource Managemen 6,556,267 6,879,486 7,250,374 720' Wastewater 18.6% 3.1% 95,495 (733,345) Public Works 13,646,306 10,384,032 10,395,608 10,512,521 730' Water 31,344,914 40,194,098 67,680,150 528,661 Public Works 0.8% 7,646,828 8,423,501 8,543,229 7400 Refuse Collection $ 30,845,723 $ (158,545,984) 16.3% 1,435,706 Transportation & Resource Managemen 2,922,269 3,088,438 3,048,482 750' Landfill 830' Information Technology Transportation & Resource Managemen 4,677,884 4,437,980 4,295,046 7600 Airport 2,018,404 2,018,404 388,017 (1,630,387) Airport Operations 365,460 346,072 346,072 7700 Stormwater Public Works 308,846 1,095,239 786,064 828,840 780' Cable Television 14.1% 8500 Health Insurance Reserves City Manager 687,397 - - 79- Housing Authority Finance 7,285,127 7,880,283 7,880,283 723,184 $ (2,645,767) 21.5% 7,537,903 1,216,813 (6,033,561) 16.8% Total Enterprise Funds 5,232,095 (5,280,426) 49.8% 14,091,293 2,825,793 (5,717,436) 33.1% $ 16,427,718 674,781 (2,373,701) 22.1% $ (14,779,160) 775,233 (3,519,813) 18.0% 36,301,340 64,241 (281,831) 18.6% 3.1% 95,495 (733,345) 11.5% 13,646,306 Neighborhood & Dvlpmnt Services 7,730,524 7,537,903 7,537,903 2,483,658 (5,054,245) 32.9% Total Enterprise Funds 53,294,716 45,165,067 45,731,418 14,091,293 (31,640,125) 30.8% Capital Project Funds $ 16,427,718 Internal service Funds $ 18,495,141 $ 3,715,981 $ (14,779,160) 20.1% Governmental Projects 24,859,198 36,301,340 54,033,844 1,664,527 (52,369,317) 3.1% Enterprise Projects 6,485,716 3,892,758 13,646,306 (1,135,866) (14,782,172) -8.3% Total Capital Project Funds 31,344,914 40,194,098 67,680,150 528,661 (67,151,489) 0.8% Total Budgetary Expenditures $ 159,678,840 $ 157,987,398 $ 189,391,707 $ 30,845,723 $ (158,545,984) 16.3% Non -Budgetary Funds Expenditures Capital Project Funds Internal Service Projects $ 62,526 $ 100,000 $ 601,800 $ 238,323 $ (363,477) 39.6% Total Internal service Funds Total Capital Project Funds 62,526 100,000 601,800 238,323 (363,477) 39.6% $ 16,427,718 Internal service Funds $ 18,495,141 $ 3,715,981 $ (14,779,160) 20.1% Total Expenditures -All Funds $ 176,106,558 $ 175,973,939 810' Equipment $ 34,561,704 $ (173,325,144) 16.6% Public Works 5,194,488 5,990,748 5,990,748 759,536 (5,231,212) 12.7% 8200 Risk Management Finance 1,435,706 1,329,373 1,329,373 188,509 (1,140,864) 14.2% 830' Information Technology Finance 1,786,707 2,018,404 2,018,404 388,017 (1,630,387) 19.2% 8400 Central Services Finance 308,846 308,458 315,258 44,390 (270,868) 14.1% 8500 Health Insurance Reserves Finance 7,285,127 7,880,283 7,880,283 2,012,017 (5,868,266) 25.5% 8600 Dental Insurance Reserves Finance 354,318 359,275 359,275 85,189 (274,086) 23.7% Total Internal service Funds 16,365,192 17,886,541 17,893,341 3,477,658 (14,415,683) 19.4% Total Non -Budgetary Expenditures $ 16,427,718 $ 17,986,541 $ 18,495,141 $ 3,715,981 $ (14,779,160) 20.1% Total Expenditures -All Funds $ 176,106,558 $ 175,973,939 $ 207,886,848 $ 34,561,704 $ (173,325,144) 16.6% 01 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 3 City of Iowa City Budgetary Funds Operating Expenditures by Department FY2016 Through The Quarter Ended September 30, 2015 Pe c`O c`' J.°� aca pQ 0 0 16 \QF e S ° oJs°z Pse ae6 °tea Asa M FY 2016 Year to, Date ■ FY 2016 Revised 10 City of Iowa City All Funds Expenditures by State Program FY2016 Through The Quarter Ended September 30, 2015 Total Non -Budgetary Expenditures $ 16,427,720 $ 17,986,541 $ 18,495,141 $ 3,715,981 $ (14,779,160) 20.1% Total Expenditures -All Funds $ 176,106,563 $ 175,973,939 S 207,926,811 $ 34,561,704 $(173,365,107) 16.6% 62,500,000 60,000,000 57,500,000 55,000,000 52,500,000 50,000,000 47,500,000 45,000,000 42,500,000 40,000,000 37,500,000 35,000,000 32,500,000 30,000,000 27,500,000 25,000,000 22,500,000 20,000,000 17,500,000 15,000,000 12,500,000 10,000,000 7,500,000 5,000,000 2,500,000 Budgetary Expenditures by Program FY2016 Through The Quarter Ended September 30, 2015 Public Safety Public Works Healthand Cultureand Community General Debt Service Capital Social Recreation and Government Projects Services Economic Dvlpmnt ■ FY 2016 Revised ■ FY 2016 Year -to -Date 11 Enterprise 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Budgetary Funds Expenditures Public Safety 22,217,987 22,668,141 22,769,044 4,110,638 (18,658,406) 18.1% Public Works 7,186,876 7,815,170 7,893,812 1,342,051 (6,551,761) 17.0% Health and Social Services 319,723 283,833 303,833 86,208 (217,625) 28.4% Culture and Recreation 12,904,240 13,332,011 13,792,780 2,856,137 (10,936,643) 20.7% Community and Economic Dvlpmnt 7,649,800 6,486,418 9,185,249 2,238,005 (6,947,244) 24.4% General Government 7,551,806 8,834,822 8,823,190 2,498,402 (6,324,788) 28.3% Debt Service 17,208,782 13,207,838 13,212,238 3,094,328 (10,117,910) 23.4% Capital Projects 24,859,198 36,301,340 54,033,844 1,664,527 (52,369,317) 3.1% Enterprise 59,780,431 49,057,825 59,417,680 12,955,427 (46,462,253) 21.8% Total Budgetary Expenditures $ 159,678,843 $ 157,987,398 $ 189,431,670 $ 30,845,723 $(158,585,947) 16.3% Non -Budgetary Funds Expenditures Capital Projects - Internal Service 62,526 100,000 601,800 238,323 (363,477) 39.6% Internal Service 16,365,194 17,886,541 17,893,341 3,477,658 (14,415,683) 19.4% Total Non -Budgetary Expenditures $ 16,427,720 $ 17,986,541 $ 18,495,141 $ 3,715,981 $ (14,779,160) 20.1% Total Expenditures -All Funds $ 176,106,563 $ 175,973,939 S 207,926,811 $ 34,561,704 $(173,365,107) 16.6% 62,500,000 60,000,000 57,500,000 55,000,000 52,500,000 50,000,000 47,500,000 45,000,000 42,500,000 40,000,000 37,500,000 35,000,000 32,500,000 30,000,000 27,500,000 25,000,000 22,500,000 20,000,000 17,500,000 15,000,000 12,500,000 10,000,000 7,500,000 5,000,000 2,500,000 Budgetary Expenditures by Program FY2016 Through The Quarter Ended September 30, 2015 Public Safety Public Works Healthand Cultureand Community General Debt Service Capital Social Recreation and Government Projects Services Economic Dvlpmnt ■ FY 2016 Revised ■ FY 2016 Year -to -Date 11 Enterprise City of Iowa City General Fund (1000 - 1023) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In: Operating Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures by Department: City Council City Clerk City Attorney City Manager Finance Police Fire Parks and Recreation Library Senior Center Neighborhood & Development Services Public Works Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement General Levy Emergency Fund Transfers Out - Transit Fund Misc Transfers Out Sub -Total Transfers Out 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 47,793,327 $ 43,209,518 $ 49,045,399 $ 49,045,399 $ - 100.0% $ 29,419,594 $ 29,804,437 $ 29,804,437 $ 1,916,547 $ (27,887,890) 6.4% 1,937 - - - $ (92,970) 22.1% 2,487,767 2,428,855 2,428,855 5,984 (2,422,871) 0.2% 1,805,901 2,235,526 2,235,526 553,117 (1,682,409) 24.7% 800,227 556,656 556,656 63,876 (492,780) 11.5% 3,519,060 3,801,259 3,801,259 1,704,266 (2,096,993) 44.8% 1,509,496 1,277,691 1,277,691 341,707 (935,984) 26.7% 4,446,754 4,478,841 4,627,596 953,466 (3,674,130) 20.6% 2,762,834 951,781 3,367,613 991,453 (2,376,160) 29.4% 46,753,570 45,535,046 48,099,633 6,530,416 (41,569,217) 13.6% 10,642,456 10,684,362 10,684,362 3,868,605 (6,815,757) 36.2% 10,642,456 10,684,362 10,684,362 3,868,605 (6,815,757) 36.2% $ 57,396,026 $ 56,219,408 $ 58,783,995 $ 10,399,021 $ (48,384,974) 17.7% $ 97,273 $ 119,412 $ 119,412 $ 26,442 $ (92,970) 22.1% 518,724 576,888 576,888 100,052 (476,836) 17.3% 690,901 712,939 712,939 143,492 (569,447) 20.1% 1,805,223 2,260,704 2,290,704 479,267 (1,811,437) 20.9% 3,751,801 4,097,972 4,097,969 1,278,891 (2,819,078) 31.2% 12,389,622 12,892,439 12,963,803 2,463,920 (10,499,883) 19.0% 7,598,771 7,754,662 7,784,201 1,599,836 (6,184,365) 20.6% 7,628,887 8,147,163 8,207,788 1,564,116 (6,643,672) 19.1% 5,908,777 6,150,211 6,280,211 1,369,035 (4,911,176) 21.8% 834,813 898,419 934,017 157,542 (776,475) 16.9% 6,958,307 5,326,434 8,159,526 1,894,323 (6,265,203) 23.2% 1,137,570 1,390,342 1,390,342 201,056 (1,189,286) 14.5% 49,320,669 50,327,585 53,517,800 11,277,973 (42,239,826) 21.1% 1,605,164 22,017,600 22,017,600 1,214,315 (20,803,285) 5.5% 195,537 160,052 160,052 - (160,052) 0.0% 187,489 219,996 219,996 53,049 (166,947) 24.1% 1,338,516 - - - - 23,520,723 2,972,534 3,110,548 3,110,548 777,637 (2,332,911) 25.0% 524,045 72,422 72,422 18,105 (54,317) 25.0% 6,823,285 25,580,618 25,580,618 2,063,106 (23,517,512) 8.1% Total Expenditures & Transfers Out $ 56,143,954 $ 75,908,203 $ 79,098,418 $ 13,341,079 $ (65,757,338) 16.9% Fund Balance', June 30 $ 49,045,399 $ 23,520,723 $ 28,730,976 $ 46,103,340 $ 17,372,364 160.5% Adjustments due to Cable TV Fund Merged (169,954) Adjusted Fund Balance', June 30 49,045,399 23,520,723 28,730,976 45,933,386 17,202,410 159.9% Restricted / Committed /Assigned 29,738,181 5,432,221 8,016,729 29,273,534 21,256,805 365.2% Unassigned Balance $ 19,307,218 $ 18,088,502 $ 20,714,247 $ 16,659,852 $ (4,054,395) 80.4% 12 City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Fund Balance*, July 1 $ (5,447) $ 151,196 $ 144,414 $ 144,414 $ - 100.0% Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: CDBG & CDBG Rehab Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance $ 3,883 $ 5,337 $ 5,337 $ 1,073 $ (4,264) 20.1% 324,990 705,000 705,000 13,953 (691,047) 2.0% 1,325 1,100 1,100 - (1,100) 0.0% 355,398 148,525 148,525 25,082 (123,443) 16.9% $ 685,596 $ 859,962 $ 859,962 $ 40,108 $ (819,854) 4.7% $ 535,735 $ 753,955 $ 832,605 $ 98,655 $ (733,950) 11.8% 535,735 753,955 832,605 98,655 (733,950) 11.8% $ 535,735 $ 753,955 $ 832,605 $ 98,655 $ (733,950) 11.8% $ 144,414 $ 257,203 $ 171,771 $ 85,867 $ (85,904) 50.0% $ 144,414 $ 257,203 $ 171,771 $ 85,867 $ (85,904) 50.0% 13 City of Iowa City Road Use Tax (2200) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance*, July 1 Revenues: Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Road Use Tax Charges For Fees And Services Building & Devlpmt Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfers In -Govt Activities Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Road Use Tax Administration Sidewalk Inspection Traffic Engineering Streets System Maintenance Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 4,539,578 $ 4,553,197 $ 5,564,215 $ 5,564,215 $ - 100.0% $ 60,482 $ - $ - $ - $ - 6,579 14,187 - - - - 7,230,663 6,744,663 6,744,663 1,773,736 (4,970,927) 26.3% 49,597 22,735 22,735 (1,460) (24,195) -6.4% - 2,041 2,041 - (2,041) 0.0% 52,364 25,188 25,188 5,064 (20,124) 20.1% 1,054 7,414,926 6,794,627 6,794,627 1,777,340 (5,017,287) 26.2% 390,414 396,370 396,370 99,093 (297,277) 25.0% 390,414 396,370 396,370 99,093 (297,277) 25.0% $ 7,805,340 $ 7,190,997 $ 7,190,997 $ 1,876,433 $ (5,314,564) 26.1% $ 77,691 $ 82,172 $ 82,172 $ - $ (82,172) 0.0% 74,162 81,523 81,523 6,729 (74,794) 8.3% 1,430,031 1,417,669 1,477,390 302,839 (1,174,551) 20.5% 3,981,670 4,259,217 4,278,138 720,334 (3,557,804) 16.8% 5,563,554 5,840,581 5,919,223 1,029,902 (4,889,321) 17.4% 921,954 295,195 915,000 283,111 1,215,000 283,111 228,750 64,648 (986,250) (218,463) 18.8% 22.8% $ 1,217,149 1,198,111 1,498,111 293,398 (1,204,713) 19.6% $ $ 6,780,703 $ 7,038,692 $ 7,417,334 $ 1,323,300 $ (6,094,034) 17.8% $ 5,564,215 $ 4,705,502 $ 5,337,878 $ 6,117,348 $ 779,470 114.6% $ 5,564,215 $ 4,705,502 $ 5,337,878 $ 6,117,348 $ 779,470 114.6% 14 City of Iowa City Employee Benefits (2400) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance*, July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Intergovernmental Property Tax Credits State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 1,713,207 $ 1,494,118 $ 1,592,570 $ 1,592,570 $ - 100.0% $ 9,068,205 $ 9,652,480 $ 9,652,480 $ 620,703 $ (9,031,777) 597 - - - 162,998 157,935 157,935 1,938 (155,997) 6.4% 1.2% 183,244 383,367 383,367 - (383,367) 0.0% 315,605 287,179 287,179 326,586 39,407 113.7% J I,OLO OJ OJ $ 9,782,477 $ 10,480,961 $ 10,480,961 $ 949,312 $ (9,531,649) 9.1% Expenditures: General Government Employee Benefits $ 378,169 $ 367,313 $ 367,313 $ 112,288 $ (255,025) 30.6% Public Safety Employee Benefits 598,437 584,226 584,226 31,383 (552,843) 5.4% Sub -Total Expenditures 976,606 951,539 951,539 143,671 (807,868) 15.1% Transfers Out: Empl Benefits Levy to Gen Fund & RUT 8,926,508 9,389,267 9,389,267 2,347,317 (7,041,950) 25.0% Sub -Total Transfers Out 8,926,508 9,389,267 9,389,267 2,347,317 (7,041,950) 25.0% Total Expenditures & Transfers Out Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance $ 9,903,114 $ 10,340,806 $ 10,340,806 $ 2,490,988 $ (7,849,818) 24.1% $ 1,592,570 $ 1,634,273 $ 1,732,725 $ 50,894 $ (1,681,831) 2.9% $ 1,592,570 $ 1,634,273 $ 1,732,725 $ 50,894 $ (1,681,831) 2.9% 15 City of Iowa City Debt Service Fund (5000 - 5999) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance*, July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Intergovernmental Property Tax Credits Charges For Fees And Services Building & Development Other Financial Sources Loan Repayments Sub -Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 8,868,053 $ 6,175,774 $ 6,444,718 $ 6,444,718 $ - 100.0% $ 12,724,396 833 227,123 74,553 255,366 190,785 $ 12,312,386 $ 12,312,386 $ 794,775 $ (11,517,611) 6.5% 199,499 199,499 2,447 (197,052) 1.2% 45,929 45,929 1,835 (44,094) 4.0% 483,825 483,825 - (483,825) 0.0% 178,166 188,411 188,411 44,872 (143,539) 23.8% 13,651,222 13,230,050 13,230,050 843,929 (12,386,121) 6.4% Transfers In Transfers -In 1,134,225 1,420,503 1,420,503 - (1,420,503) 0.0% Sub -Total Transfers In 1,134,225 1,420,503 1,420,503 - (1,420,503) 0.0% Total Revenues & Transfers In $ 14,785,447 $ 14,650,553 $ 14,650,553 $ 843,929 $ (13,806,624) 5.8% Expenditures: Financial Services & Charges $ - $ - $ 4,400 $ - $ (4,400) 0.0% GO Bonds Principal 15,525,000 11,385,000 11,385,000 3,085,000 (8,300,000) 27.1% GO Bonds Interest 1,608,447 1,617,503 1,617,503 9,328 (1,608,175) 0.6% Revenue Bonds Principal - 130,000 130,000 - (130,000) 0.0% Revenue Bonds Interest 75,335 75,335 75,335 - (75,335) 0.0% Total Expenditures & Transfers Out $ 17,208,782 $ 13,207,838 $ 13,212,238 $ 3,094,328 $ (10,117,910) 23.4% Fund Balance*, June 30 $ 6,444,718 $ 7,618,489 $ 7,883,033 $ 4,194,319 $ (3,688,714) 53.2% Restricted/Committed/Assigned 667,748 811,288 816,378 669,265 (147,113) 82.0% Unassigned Balance $ 5,776,970 $ 6.807.201 $ 7,066,655 $ 3.525.054 $ (3,541,601) 49.9% IM City of Iowa City Parking (7100 - 7102) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Parking Charges Miscellaneous Parking Fines Other Misc Revenue Sub -Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 6,867,952 $ 3,039,145 $ 3,713,076 $ 3,713,076 $ - 100.0% $ 35,207 $ 27,765 $ 27,765 $ (2,547) $ (30,312) -9.2% 5,253,011 5,076,208 5,076,208 1,525,183 (3,551,025) 30.0% 248,840 197,578 197,578 39,280 (158,298) 19.9% 82,593 27,325 27,325 9,158 (18,167) 33.5% 5,619,651 5,328,876 5,328,876 1,571,074 $ (3,757,802) 29.5% Transfers In: Transfer In - Interfund Loan from Landfill Re=_ 2,495,350 - - - - 'i Bond Ordinance Transfer 3,943,875 - - - - Sub -Total Transfers In 6,439,225 - - - - Total Revenues & Transfers In $ 12,058,876 $ 5,328,876 $ 5,328,876 $ 1,571,074 $ (3,757,802) 29.5% Expenditures: Parking Administration $ 1,227,039 $ 1,140,019 $ 1,215,705 $ 258,419 $ (957,286) 21.3% On Street Operations 833,273 925,984 949,234 207,366 (741,868) 21.8% Parking Ramp Operations 1,194,952 1,204,012 1,204,012 257,399 (946,613) 21.4% Parking Debt Service 7,973,550 - - - - Sub -Total Expenditures 11,228,814 3,270,015 3,368,951 723,184 (2,645,767) 21.5% Transfers Out: Capital Improvement Projects (103,318) 670,000 670,000 - (670,000) 0.0% ii Debt Service Transfers 3,943,875 - - - - Interfund Loan Repayment to Landfill 144,381 221,437 221,437 55,361 (166,076) 25.0% Sub -Total Transfers Out 3,984,938 891,437 891,437 55,361 (836,076) 6.2% Total Expenditures & Transfers Out $ 15,213,752 $ 4,161,452 $ 4,260,388 $ 778,545 $ (3,481,843) 18.3% Fund Balance', June 30 $ 3,713,076 $ 4,206,569 $ 4,781,564 $ 4,505,605 $ (275,959) 94.2% Restricted / Committed /Assigned 385,583 385,583 385,583 385,583 - 100.0% Unassigned Balance $ 3,327,493 $ 3,820,986 $ 4,395,981 $ 4,120,022 $ (275,959) 93.7% IVA City of Iowa City Transit (7150 - 7151) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Refuse Charges Parking Charges Miscellaneous Printed Materials Misc Merchandise Other Misc Revenue Sub -Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 3,965,749 $ 4,248,445 $ 4,762,385 $ 4,762,385 $ - 100.0% $ 16,063 $ 2,521 $ 2,521 $ (719) $ (3,240) -28.5% 131,943 128,739 128,739 44,002 (84,737) 34.2% 1,439,334 1,440,000 1,440,000 - (1,440,000) 0.0% 642,210 565,742 565,742 128,909 (436,833) 22.8% 32,562 35,522 35,522 12,000 (23,522) 33.8% 1,445,831 1,384,791 1,384,791 217,666 (1,167,125) 15.7% 2,665 410 410 1,037 627 252.9% 810 1,738 1,738 70 (1,668) 4.0% 675,232 645,578 645,578 363,566 (282,012) 56.3% 30 - - - - 846,499 1,098 376 376 - (376) 0.0% 32,061 1,251 1,251 1,633 382 130.5% 4,419,839 4,206,668 4,206,668 768,164 (3,438,504) 18.3% Transfers In: Transfer In - Transit Property Tax Levy 2,972,534 3,110,548 3,110,548 777,637 (2,332,911) 25.0% Transfer In - Operations to Bus Reserve 136,238 136,000 136,000 - (136,000) 0.0% Sub -Total Transfers In 3,108,772 3,246,548 3,246,548 777,637 (2,468,911) 24.0% Total Revenues & Transfers In $ 7,528,611 $ 7,453,216 $ 7,453,216 $ 1,545,801 $ (5,907,415) 20.7% Expenditures: Mass Transit Admin $ 436,567 $ 427,978 $ 427,978 $ 56,018 $ (371,960) 13.1% Mass Transit Operations 4,528,972 4,653,290 4,653,290 846,499 (3,806,791) 18.2% Fleet Maintenance 1,420,642 1,645,090 1,645,090 286,291 (1,358,799) 17.4% Court St Transportation Center 170,085 153,128 153,128 28,005 (125,123) 18.3% Bus Replacement Reserve - - 370,888 - (370,888) 0.0% Sub -Total Expenditures 6,556,266 6,879,486 7,250,374 1,216,813 (6,033,561) 16.8% Transfers Out: Capital Project Fund (16,917) 50,000 50,000 - (50,000) 0.0% InterFund Loan Repay Landfill 56,388 29,651 29,651 7,413 (22,238) 25.0% Bus Reserve Transfers Out 136,238 136,000 136,000 - (136,000) 0.0% Sub -Total Transfers Out 175,709 215,651 215,651 7,413 (208,238) 3.4% Total Expenditures & Transfers Out $ 6,731,975 $ 7,095,137 $ 7,466,025 $ 1,224,226 $ (6,241,799) 16.4% Fund Balance*, June 30 $ 4,762,385 $ 4,606,524 $ 4,749,576 $ 5,083,960 $ 334,384 107.0% Restricted / Committed /Assigned 1,268,156 1,200,718 1,033,268 1,268,156 234,888 122.7% Unassigned Balance $ 3,494,229 $ 3,405,806 $ 3,716,308 $ 3,815,804 $ 99,496 102.7% 18 City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 7 Revenues: Licenses And Permits Misc Permits & Lic Intergovernmental Fed Intergovnt Rev Disaster Assistance Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues: Transfers In: Interfund Loans 1) Bond Ordinance Trans Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding Interfund Loans Misc Transfers Out Sub -Total Transfers Out 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 24,069,885 $ 17,892,588 $ 19,788,658 $ 19,788,658 $ - 100.0% $ 8,012 $ 7,484 $ 7,484 $ 7,256 $ (228) 97.0% 21,427 - - - - 2,064 - - - 286,055 331,426 331,426 11,625 (319,801) 3.5% 208 277 277 45 (232) 16.2% 1,410 2,016 2,016 - (2,016) 0.0% 12,180,738 12,555,993 12,555,993 2,209,926 (10,346,067) 17.6% 719 1,223 1,223 - (1,223) 0.0% 4,149 1,375 1,375 180 (1,195) 13.1% 86,459 65,360 65,360 20,276 (45,084) 31.0% 1,187 - - - 12,592,428 12,965,154 12,965,154 2,249,308 (10,715,846) 17.3% 200,000 200,000 200,000 - (200,000) 0.0% 4,763,163 4,488,036 4,488,036 1,183,019 (3,305,017) 26.4% 203,200 - - - - 5,166,363 4,688,036 4,688,036 1,183,019 (3,505,017) 25.2% $ 17,758,791 $ 17,653,190 $ 17,653,190 $ 3,432,327 $ (14,220,863) 19.4% $ 1,621,484 $ 1,648,538 $ 1,764,251 $ 285,837 $ (1,478,414) 16.2% 203,200 3,242,645 3,076,661 3,076,661 621,952 (2,454,709) 20.2% 86.0% 6,419 - - - 6,901,767 (2,750,279) 71.5% 838,584 975,290 975,290 182,725 (792,565) 18.7% 100.4% 4,674,900 4,695,119 4,696,319 4,141,581 (554,738) 88.2% 10,384,032 10,395,608 10,512,521 5,232,095 (5,280,426) 49.8% 689,624 3,050,000 3,050,000 125,000 (2,925,000) 4.1% 4,763,162 4,488,036 4,488,036 1,183,019 (3,305,017) 26.4% 6,000,000 - - - 203,200 - 11,655,986 7,538,036 7,538,036 1,308,019 (6,230,017) 17.4% Total Expenditures & Transfers Out $ 22,040,018 $ 17,933,644 $ 18,050,557 $ 6,540,114 $ (11,510,443) 36.2% Fund Balance', June 30 $ 19,788,658 $ 17,612,134 $ 19,391,291 $ 16,680,871 $ (2,710,420) 86.0% Restricted / Committed /Assigned 9,860,329 9,653,245 9,652,046 6,901,767 (2,750,279) 71.5% Unassigned Balance $ 9,928,329 $ 7,958,889 $ 9,739,245 $ 9,779,104 $ 39,859 100.4% IB] City of Iowa City Water (7300 - 7301) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: 1) Bond Ordinance Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Water Administration Water Treatment Plant Ops Water Distribution System Water Customer Service Water Public Relations Water Debt Service Sub -Total Expenditures 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 11,541,132 $ 11,682,431 $ 12,332,979 $ 12,332,979 $ - 100.0% $ 170,614 $ 130,169 $ 130,169 $ 2,186 $ (127,983) 1.7% - 750 750 - (750) 0.0% 772 723 723 175 (548) 24.2% 41,920 - - - - 347 270 - - - 8,525,988 9,265,018 9,265,018 1,832,032 (7,432,986) 19.8% 29 - - 8 8 12,802 8,537 8,537 12,425 3,888 145.5% 2,000 2,000 2,000 2,000 - 100.0% (1,611) 5,259 5,259 - (5,259) 0.0% 48 - - - $ (1,169,279) 19.3% 8,753,179 2,008,715 9,412,456 2,010,716 9,412,456 2,010,716 1,848,826 502,679 (7,563,630) (1,508,037) 19.6% 25.0% 2,008,715 2,010,716 2,010,716 502,679 (1,508,037) 25.0% $ 10,761,894 $ 11,423,172 $ 11,423,172 $ 2,351,505 $ (9,071,667) 20.6% $ 1,221,916 $ 1,442,472 $ 1,448,300 $ 279,021 $ (1,169,279) 19.3% 2,017,234 2,258,399 2,371,099 357,301 (2,013,798) 15.1% 1,090,836 1,527,193 1,527,193 199,347 (1,327,846) 13.1% 1,271,251 1,150,856 1,150,856 264,587 (886,269) 23.0% 56,077 57,365 57,365 11,179 (46,186) 19.5% 1,989,515 1,987,216 1,988,416 1,714,358 (274,058) 86.2% 7,646,829 8,423,501 8,543,229 2,825,793 (5,717,436) 33.1% Transfers Out: Capital Project Fund - 1,346,500 1,346,500 526 (1,345,974) 0.0% 1) Debt Service Funding 2,008,715 2,010,716 2,010,716 502,679 (1,508,037) 25.0% GO Bond Abatement 314,503 306,800 306,800 - (306,800) 0.0% Sub -Total Transfers Out 2,323,218 3,664,016 3,664,016 503,205 (3,160,811) 13.7% Total Expenditures & Transfers Out $ 9,970,047 $ 12,087,517 $ 12,207,245 $ 3,328,998 $ (8,878,247) 27.3% Fund Balance*, June 30 $ 12,332,979 $ 11,018,086 $ 11,548,906 $ 11,355,486 $ (193,420) 98.3% Restricted / Committed /Assigned 4,194,579 4,218,079 4,216,879 2,982,900 (1,233,979) 70.7% Unassigned Balance $ 8,138,400 $ 6,800,007 $ 7,332,027 $ 8,372,586 $ 1,040,559 114.2% Pill City of Iowa City Refuse Collection (7400) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 1 Revenues: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 890,410 $ 801,587 $ 1,050,437 $ 1,050,437 $ - 100.0% $ 4,300 $ 6,325 $ 6,325 $ - $ (6,325) 0.0% 2,928 357 357 (468) (825) -131.1% 3,175,020 3,050,190 3,050,190 561,571 (2,488,619) 18.4% 48 150 150 (61) (211) -40.7% $ 3,182,296 $ 3,057,022 $ 3,057,022 $ 561,042 $(2,495,980) 18.4% $ 485,585 $ 501,735 $ 501,735 $ 72,681 $ (429,054) 14.5% 674,781 1,297,720 1,296,257 1,296,257 331,898 (964,359) 25.6% $ 1,019,021 318,484 340,582 340,582 83,518 (257,064) 24.5% 682,433 765,233 765,233 151,445 (613,788) 19.8% $ 138,047 184,631 184,631 35,239 (149,392) 19.1% $ (82,323) 2,922,269 3,088,438 3,088,438 674,781 (2,413,657) 21.8% 100,000 - - - - 100,000 - - - - $ 3,022,269 $ 3,088,438 $ 3,088,438 $ 674,781 $ (2,413,657) 21.8% $ 1,050,437 $ 770,171 $ 1,019,021 $ 936,698 $ (82,323) 91.9% $ 1,050,437 $ 770,171 $ 1,019,021 $ 936,698 $ (82,323) 91.9% 21 City of Iowa City Landfill (7500 - 7504) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Fed Intergovnt Rev Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Sub -Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised $ 24,265,434 $ 22,412,057 $ 24,052,855 $ 24,052,855 $ - 100.0% $ 122,495 $ 69,207 $ 69,207 $ 8,687 $ (60,520) 12.6% 49,655 50,245 50,245 11,804 (38,441) 23.5% 24,542 743,007 392,531 392,531 103,150 (289,381) 26.3% 5,043,246 5,269,970 5,269,970 1,150,686 (4,119,284) 21.8% 382 - - 165 165 62,774 20,839 20,219 20,219 17,821 (2,398) 88.1% 33,001 31,092 31,092 516 (30,576) 1.7% 6,037,167 5,833,264 5,833,264 1,292,829 (4,540,435) 22.2% Transferin: Interfund Loans 879,914 251,088 251,088 62,774 (188,314) 25.0% Misc Transfers In 583,754 825,327 825,327 - (825,327) 0.0% Sub -Total Transfers In 1,463,668 1,076,415 1,076,415 62,774 (1,013,641) 5.8% Total Revenues & Transfers In $ 7,500,835 $ 6,909,679 $ 6,909,679 $ 1,355,603 $ (5,554,076) 19.6% Expenditures: Landfill Administration $ 1,018,633 $ 810,504 $ 667,570 $ 109,872 $ (557,698) 16.5% Landfill Operations 3,564,600 3,532,583 3,532,583 645,697 (2,886,886) 18.3% Solid Waste Surcharge Reserve 94,651 94,893 94,893 19,664 (75,229) 20.7% Sub -Total Expenditures 4,677,884 4,437,980 4,295,046 775,233 (3,519,813) 18.0% Transfers Out: Capital Project Funding (43,575) - - - - Misc Transfers Out 583,755 825,327 825,327 - (825,327) 0.0% Interfund Loan 2,495,350 - - - - Sub -Total Transfers Out 3,035,530 825,327 825,327 - (825,327) 0.0% Total Expenditures & Transfers Out $ 7,713,414 $ 5,263,307 $ 5,120,373 $ 775,233 $ (4,345,140) 15.1% Fund Balance', June 30 $ 24,052,855 $ 24,058,429 $ 25,842,161 $ 24,633,225 $ (1,208,936) 95.3% Restricted/Committed/Assigned 21,559,542 22,097,161 22,788,034 21,619,664 (1,168,370) 94.9% Unassigned Balance $ 2,493,313 $ 1,961,268 $ 3,054,127 $ 3,013,561 $ (40,566) 98.7% NA City of Iowa City Storm Water Management (7700) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 23 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Year -to -Date Variance Revised Fund Balance', July 1 $ 1,342,320 $ 1,838,688 $ 1,571,993 $ 1,571,993 $ - 100.0% Revenues: Use Of Money And Property Interest Revenues $ 5,641 $ 834 $ 834 $ (893) $ (1,727) -107.1% Intergovernmental - Fed Intergovnt Rev 200,055 - - - Disaster Assistance 21,026 - - - - Other State Grants 376 - - - - Charges For Fees And Services Storm Water Charges 1,147,390 1,140,000 1,140,000 209,030 (930,970) 18.3% Miscellaneous Printed Materials 425 - - - - Other Misc Revenue - 144 144 - (144) 0.0% Sub -Total Revenues 1,374,913 1,140,978 1,140,978 208,137 (932,841) 18.2% Transfers In: Misc Transfers In - - - - - Sub -Total Transfers In - - - - - Total Revenues $ 1,374,913 $ 1,140,978 $ 1,140,978 $ 208,137 $ (932,841) 18.2% Expenditures: Storm Water Operations $ 1,095,240 $ 786,064 $ 828,840 $ 95,495 $ (733,345) 11.5% Sub -Total Expenditures 1,095,240 786,064 828,840 95,495 (733,345) 11.5% Transfers Out: Capital Project Fund 50,000 500,000 500,000 - (500,000) 0.0% Sub -Total Transfers Out 50,000 500,000 500,000 - (500,000) 0.0% Total Expenditures & Transfers Out $ 1,145,240 $ 1,286,064 $ 1,328,840 $ 95,495 $(1,233,345) 7.2% Fund Balance', June 30 $ 1,571,993 $ 1,693,602 $ 1,384,131 $ 1,684,635 $ 300,504 121.7% Change in Accounting Method - - - - - Adjusted Fund Balance', June 30 1,571,993 1,693,602 1,384,131 1,684,635 300,504 121.7% Restricted / Committed /Assigned - - - - - Unassigned Balance $ 1,571,993 $ 1,693,602 $ 1,384,131 $ 1,684,635 $ 300,504 121.7% 23 City of Iowa City Housing Authority (7900 - 7922) Fund Summary FY 2016 Through The Quarter Ended September 30, 2015 Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loan Repayments Sub -Total Revenues 2015 2016 2016 2016 2016 Pct of Actual Budget Revised Actual Variance Revised $ 5,606,540 $ 5,611,798 $ 5,911,702 $ 5,911,702 $ - 100.0% - $ 20,787 $ 4,680 $ 4,680 $ (5,168) $ (9,848) -110.4% $ 237,306 213,333 213,333 67,766 (145,567) 31.8% 38,635 30,509 30,509 8,873 (21,636) 29.1% 7,629,448 7,759,721 7,759,721 1,892,121 (5,867,600) 24.4% 7,205,702 23,099 20,648 20,648 4,654 (15,994) 22.5% 34.5% 142,387 26,349 26,349 44,682 18,333 169.6% 485,207 8,091,662 8,055,240 8,055,240 2,012,928 (6,042,312) 25.0% Misc Transfers In 8,760 - - - - Sub -Total Transfers In 8,760 - - - - Total Revenues & Transfers In $ 8,100,422 $ 8,055,240 $ 8,055,240 $ 2,012,928 $ (6,042,312) 25.0% Expenditures: Voucher Program $ 7,205,702 $ 7,052,696 $ 7,052,696 $ 2,431,383 $(4,621,313) 34.5% Public Housing Program 524,821 485,207 485,207 52,275 (432,932) 10.8% Sub -Total Expenditures 7,730,523 7,537,903 7,537,903 2,483,658 (5,054,245) 32.9% Transfers Out: Operating Subsidy - PILOT Gen Fund 18,727 18,914 18,914 4,728 (14,186) 25.0% Misc Transfers Out - Director Reimb 46,010 26,270 26,270 6,567 (19,703) 25.0% Sub -Total Transfers Out 64,737 45,184 45,184 11,295 (33,889) 25.0% Total Expenditures & Transfers Out $ 7,795,260 $ 7,583,087 $ 7,583,087 $ 2,494,953 $(5,088,134) 32.9% Fund Balance', June 30 $ 5,911,702 $ 6,083,951 $ 6,383,855 $ 5,429,677 $ (954,178) 85.1% Restricted / Committed /Assigned 2,954,019 2,885,424 2,985,048 2,996,600 11,552 100.4% Unassigned Balance $ 2,957,683 $ 3,198,527 $ 3,398,807 $ 2,433,077 $ (965,730) 71.6% 24 Mediacom ft paw to dmpNfy December 28, 2015 Ms. Marian Karr City of Iowa City 410 E. Washington St. Iowa City, Iowa 52240-1826 Dear Ms. Karr: On or about January 17, 2016 Mediacom will be moving the Oprah Winfrey Network (OWM) from the Kids and Variety package to Family TV. OWN will continue to be viewed on channel 203 after the change. Additionally, on or about January 24, 2016 OWN HD will be launched on channel 779 HD Family TV and CLAM Channel 66.4. Finally, on or about February 7, 2016 TVLAND HD will be launched on channel 792 HD Family TV and CLAM Channel 62.4. If you have any questions, please contact me directly 319-395-9699 ext. 3461 or via email at IgrasslevCa)mediacomcc.com Sincerely, (�t 4AXiT Lee Grassley, Senior Government Relations Manager SCHENKER January 5, 2016 Ted A. Harms, State Rapid Response Coordinator Iowa Workforce Development 3420 University Avenue Waterloo, Iowa 50701 Mayor Mark Worrell City of West Branch 110 N Poplar Street PO Box 218 West Branch, Iowa 52358 Mayor Matthew J. Hayek City of Iowa City 410 E. Washington St. Iowa City, Iowa 52240 Re: Notice of Mass Layoff — Schenker, Inc. Schenker, Inc. Human Resources 1305 Executive Blvd., Suite 200 Chesapeake, VA 23320 U.S.A. www.dbschenkerusa.com Lee Sininger Phone +1 714 920 7164 Fax +1 757 821 3663 This Notice of Mass Layoff is being provided to you in compliance with the federal WARN Act (Worker Adjustment and Retraining Notification Act). This information is based on the best information available to us, but may change due to subsequent events beyond our control. The affected facilities are located at: BUNCHER Building, 5405 Heinze Road, Iowa City, Iowa 52240 R3W, 101 Council Street, West Branch, Iowa 52358 Main Building, 160 Fawcett Drive, West Branch, Iowa 52358 The expected dates of the mass layoffs are March 5, 2016 and April 5, 2016. This action is expected to be permanent. Attached is a list of the job titles of the positions to be affected and the number of affected employees in each classification. Bumping rights do not exist. There is no union representing the affected employees. For further information regarding this Notice, please feel free to contact me at (714) 920-7164. Sincerely, / ' ' + r Lee Sininger Director, Human Resources FMC No.911 F All business undertaken subject to the terms and conditions of Schenker, Inc. N o_ Q. a _ .-- y w rn This Notice of Mass Layoff is being provided to you in compliance with the federal WARN Act (Worker Adjustment and Retraining Notification Act). This information is based on the best information available to us, but may change due to subsequent events beyond our control. The affected facilities are located at: BUNCHER Building, 5405 Heinze Road, Iowa City, Iowa 52240 R3W, 101 Council Street, West Branch, Iowa 52358 Main Building, 160 Fawcett Drive, West Branch, Iowa 52358 The expected dates of the mass layoffs are March 5, 2016 and April 5, 2016. This action is expected to be permanent. Attached is a list of the job titles of the positions to be affected and the number of affected employees in each classification. Bumping rights do not exist. There is no union representing the affected employees. For further information regarding this Notice, please feel free to contact me at (714) 920-7164. Sincerely, / ' ' + r Lee Sininger Director, Human Resources FMC No.911 F All business undertaken subject to the terms and conditions of Schenker, Inc. SCHENKER LIST OF JOB TITLES OF THE POSITIONS TO BE AFFECTED AND THE NUMBER OF AFFECTED EMPLOYEES IN EACH CLASSIFICATION Job Title Number Affected ADMIN ASST 2 COORD, TRAINING 3 LOGISTICS COORD 2 SUPV, WAREHOUSE 1 2 SUPV, WAREHOUSE II 2 WAREHOUSEPERSON 2 WAREHOUSEPERSON, ASSOC 38 WAREHOUSEPERSON, SR 1 WAREHOUSEPERSON, SPEC 1 MECHANIC 1 1 MECHANIC 11 1 CUSTODIAN 3 N O r rn GJ rn f� What's at for you? Find out at our 35th anniversary jOpen House Join us, and bring a friend! � wwk"� Iowa City Johnson County Senior Center Thursday, Jan. 7 — 8:30 - 10 am ✓ Free continental breakfast Thank you Daylight Donuts for your donation and support! ✓ Facility tours ✓ Explore the perks and opportunities of membership at The Center! ✓ Door prizes r -Uf-lb - AM..:. IP19 `� „wr®�r CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org December 29, 2015 TO: The Honorable Mayor and the City Council RE: Civil Service Entrance Examination — Maintenance Operator - Wastewater 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 Operator — Wastewater. Andy Pierson IOWA CITY CIVIL SERVICE COMMISSION 16 Jan. 4 - 10, 2016 Corridor Business Journal EDITORIAL A tribute to Matt Hayek This week marks the end of Matt Hayek's tenure as mayor of Iowa City. He has been an excellent mayor and a great regional leader. His leadership within this important community will be missed. One business leader half -joked that Mr. Hayek deserved to be canonized for the difficult job he had in maintaining a busi- ness -friendly environment within this pro- gressive, collegiate community. We whole- heartedly agree. Being mayor of Iowa City is one of the most challenging elected positions in the en- tire region - especially if you try to maintain a business -friendly agenda. It can be easy as mayor to cow to a vocal minority that's con- cerned about any new development or busi- ness expansion and its impact, the Chauncey Tower being the perfect example. "It [my tenure] has been intense and by and large really enjoyable," Mr. Hayek said in a news report. "I think the community un- derestimates how hand it is to serve on local government in a place like this where the is- sues are tough and the pressures are intense and the personal sacrifice is significant." The mayor, more than anyone else, has to answer the existential question that Iowa City goes through every few years: Does it want to grow like the rest of the region, or does it want to impose burdensome restric- tions so that it can preserve its small, col- lege -town qualities? Mr. Hayek an attorney with the Iowa City law firm of Hayek Brown, Moreland & Smith LLP, grew up in Iowa City, was elected to the city council in 2008, and became mayor in 2010. The public votes on council members for four-year terms, and the seven -member council elects a mayor every two years. Mr. Hayek mentioned the hiring of Tom Markus in 2010 as city manager as one of his biggest accomplishments. From Council Member Mims Unfortunately, Mr. Markus has been mentioned as a finalist for another city man- agement position in Kansas. "I hopeTom sticks around I think it would be a shame for Iowa City [if he left] because he has been absolutely phenomenal for this community," Mr. Hayek said in a news report, "He brought economic development into the city manager's operation, and that was an im- portant move. It elevated the role of econom- ic development as part of what the city does and placed it within his office. - The fortunate thing is that Mr. Hayek is still young, only 46 years old, and will remain active within the community and region. 'What my role is in a civic sense in the fu- ture is something I'll be thinking about I just don't know yet," he said in a news report. It's too early to talk about Mr. HayWs lega- cy, but were confident that his tenure as may- or will be thought of fondly. - 01-07-16 IP21 Minutes Preliminary Human Rights Commission December 15, 2015 Neighborhood and Development Services Conference Room (Second Floor) Members Present: Kim Hanrahan, Orville Townsend Sr, Harry Olmstead, Paul Retish, Edie Pierce -Thomas, Joe Coulter, Shams Ghoneim, Ali Ahmed. Staff Present: Stefanie Bowers. Recommendations to Council: Yes, for the City Council to adopt a resolution in support of Muslim communities. Call to Order: Coulter called the meeting to order at 5:30 p.m. Consideration of the Minutes from the November 17, 2015 Meeting Date: Motion Ghoneim, seconded by Hanrahan. Motion passed 6-0. (Ahmed, Olmstead not present). Meeting Business Funding Request from Strive for Success Funding request is for $1500 to assist in purchasing 4 laptops for the after school program that currently serves ten students. The program provides specialized academic tutoring and other services for at -risk youth in grades 3rd to 8th. Motion Hanrahan to contribute $200 to assist in the cost of purchasing a laptop, seconded by Townsend. Motion failed 0-6. (Ahmed, Olmstead not present). Sponsorship Request Choice Dinner Funding request for $250 to support the deProsse Access Fund. The money raised for the deProsse Access Fund goes directly to subsidize services for underinsured women and men accessing health care services at the Emma Goldman Clinic. Motion Hanrahan.to contribute $200 (amended to $250) to the Choice Dinner 2016, seconded by Pierce -Thomas. Motion passed 6-0. (Ahmed, Olmstead not present). (Ahmed present at 5:37 p.m.) Outgoing Commissioners Coulter bid farewell to outgoing Commission members Olmstead and Pierce -Thomas whose terms both end January 1, 2016. Certificates of Appreciation were presented to Olmstead and Pierce -Thomas. Funding Request Form Commissioners reviewed the funding request form that is currently required for anyone requesting funding from the Commission. Bowers will update the form using bold font on certain sections for emphasis. (Olmstead present at 5:51 p.m.) Education Programming/Outreach Ghoneim and Townsend will work with Bowers on sponsoring a program that centers on a housing concern or issue during fair housing month (April 2016). Hanrahan proposed that the Commission encourage the City to show support and solidarity for Muslim communities who have recently come under scrutiny, been subjected to hate crimes, discrimination and harassment. Ghoneim suggested a resolution similar to the one the Seattle City Council had done on December 14. Motion Hanrahan to recommend the City Council adopt a resolution in support of Muslim communities, seconded by Olmstead. Motion passed 8-0. Community Outreach In the next few months, the Commission will look at options, other than using the community survey, to do effective outreach to more diverse populations. Council Outreach Townsend will accept the proclamation for Martin Luther King Jr. National Holiday at either the January 5 or 19 formal Council meeting date. Job Fair Retish reported that the job fair committee met and is determining where would be the best location for future job fairs. Planning meetings will begin in June or July 2016. Building Communities Townsend reported that at the last Black Voices meeting two school board representatives attended. Topics discussed were Tate High School and the TREK (Theodore Roosevelt Education Center) program. Making Iowa City a Human Rights Community Olmstead believes this program is still viable even with the recent death of Professor Bums Weston. University of Iowa Center for Human Rights The Center held a meeting last week and plan on sponsoring programs that support the Muslim communities. Education Subcommittee Hanrahan reported that at the last Iowa City School Board Equity meeting members discussed dropout rates and graduation rates. Staff Adjournment: 7:03 p.m. Next Regular Meeting — January 19, 2016 at 5:30 p.m. 2 Human Rights Commission ATTENDANCE RECORD YEAR 2014/2015 (Meeting Datel NAME TERM EXP. 1/20/ 15 2/17/ 15 3/17/ 15 4/1/ 15 4/21 15 5/19 15 6/16 15 7/21 15 8/18 15 9/16 15 10/20 15 11/17 15 12/15 15 Edie Pierce- Thomas 1/1/2016 X O/E X X X O/E X X X X X X X Joe D. Coulter 1/1/2016 X X X X X X X O/E X X X X X Harry Olmstead 1/ 1 /2016 X X O/E X X X O/E X X X X X X Paul Retish 1/1/2017 X X X X X X X X X X X X X Ali Ahmed 1/1/2017 O X O/E X X X O/E X X O/E X O X Orville Townsend, Sr. 1/1/2017 X X X X X X O/E X X X X X X Kim Hanrahan 1/1/2018 X X X X X X O/E X X X X X X Shams Ghoneim 1/1/2018 O/E X O/E X X X X X X X O/E X X Stella Hart 1/1/2018 X X X X X O/E X X X X O/E O/E R KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting -- = No longer a member R = Resignation Here is the summary of the December 1, meeting of the Outreach/Educational Committee: The Committee met December first at 3:30 PM in City Hall. Minutes and Summary: Potential direction and objectives included; - 1) Programs for New Comers. 2) Programs to address Women needs. 3) Addressing housing related issues in April which is Fair Housing Month including: Information on rentals, loans, purchasing, persons with children and rent etc. 4) School Board related issues pertaining to busing. 5) Barriers encountering and facing: families, working mothers, single mothers, and minorities Projected events in 2016 are one in April and another in October. Committee discussed potential venues and believed that Recreation Center Down town would be a good central location. We also discussed the potentiality of providing complementary bus passes for attendees. Target audience would be general with a focus on minority and underrepresented groups with diversity as a key objective. Format would be offering information and Q & A. with an expert facilitator. The recommended format would be a Town -hall Meeting Style. We recommended the creation of a HRC Brochure in 4 languages that builds on current resources/personnel with phone numbers and email addresses with timely updates as needed. A similar idea to what is currently available in City Hall for mental illness (Where do I Turn Booklet). �I Stefanie Bowers From: Shams Ghoneim <shamsghoneim@mchsi.mm> Sent: Tuesday, December 15, 2015 2:57 PM To: Stefanie Bowers Subject: Seattle City Council adopts resolition to suport Muslim Community Some food for thought? See you tonight. Shams http: //murray. seattle. ¢ov/city-adopts-resolution-to-supnort-muslim- Seattle City Council today adopted a resolution in support of tle's Muslim community and speaking out against the rise in hateful >ric and violence targeting Muslims. Stefanie Bowers From: mohammed joreya <joreya_sud@hotmail.com> Sent: Monday, December 14, 2015 5:39 PM To: Stefanie Bowers Cc: ali_tmtm@hotmail.com Subject: Sudanese American Association -Iowa City Date: 12/14/2015 From: Sudanese American Association -Iowa City To: Human Rights Attn. Mrs. Stefanie Bowers Human Rights Coordinator Subject: Delegation of Mr. Ali Ahmed. We are the Sudanese American Association in Iowa City, and we would like to introduce a new executive committee and their names are as follows: 1. Shihabedin Ali 2. Mahsen khair 3. Mohamed Osman 4. Wisal Husain 5. Busyna Satti 6. Badrdeen Abdeltam 7. Nagwa Ragab 8. Ali Ahmed 9. Mohamed Emam 10. Abdulraheem Mohamed We want to inform you that Mr. Ali Ahmed will be the Secretary of Foreign Relations and he will be the coordinator between the Human Rights and the Sudanese American Association. Best regards, /\ Mohamed Osman General Secretary