HomeMy WebLinkAbout2020-05-28 Info Packet
Ci ty Council I nformati on P acket
May 28, 2020
IP1.Council Tentative Meeting S chedule
June 2 Work Session
IP2.Work S ession A genda
IP3.Memo from A ssistant City Manager: Continuation of 2020-2021 S trategic
P lanning P rocess
IP4.P ending City Council Work S ession Topics
Miscellaneous
IP5.Memo from Neighborhood & Development Services Director: E viction
P rotection Update
IP6.Memo from Media P roduction S ervices Coordinator: Municipal Broadband
research by Telecommunications Commission
IP7.Q uarterly I nvestment Report: J anuary - March 2020
Draft Minutes
IP8.P lanning & Z oning Commission: May 21
May 28, 2020 City of Iowa City Page 1
Item Number: 1.
May 28, 2020
Council Ten tative Meetin g S ch ed u l e
AT TAC HM E NT S:
D escription
C ouncil Tentative Meeting Schedule
Item Number: 2.
May 28, 2020
Work S ession Ag enda
AT TAC HM E NT S:
D escription
Work Session A genda
Item Number: 3.
May 28, 2020
Memo from Assistant City Manag er: Continuation of 2020-2021 S trateg ic
Plan n ing P rocess
AT TAC HM E NT S:
D escription
Memo from A ssistant C ity Manager: Continuation of 2020-2021 S trategic Planning Process
Date: May 27, 2020
To: Mayor and City Council
From: Ashley Monroe, Assistant City Manager
Re: Continuation of 2020-2021 Strategic Planning Process
On March 10, 2020, City Council engaged in its first strategic planning session and their second
at the April 21, 2020 Work Session. At these sessions, Council Members agreed foundationally
that the seven existing Strategic Plan objectives were still relevant to the City’s current needs
and goals but may require slight adjustments to better represent and communicate the focus of
each goal. At the April 21, May 5 and May 19 Work Sessions, Council reviewed Strategic Plan
initiatives and provided commentary for the City Manager’s Office to draft statements based on
the discussion.
Attached for your review, is the most recent updated formatted version of Council’s discussion
from the last Strategic Plan session held on May 19. Each of the Strategic Plan objectives has a
side by side comparison of the 2018-2019 Strategic Plan and phrasing proposed by the City
Manager’s Office for Council’s 2020-2021 Plan. Highlighted in yellow, is new language
proposed by Council at the last several Work Sessions or drafted by the City Manager’s Officer
for Council discussion.
At the upcoming Work Session, Council will be able to provide feedback on this draft and
engage in further discussion about the remaining Strategic Plan objectives.
Attachment.
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
This Strategic Plan intends to foster a more inclusive, just and sustainable Iowa
City by prioritizing the physical, mental and economic well-being of all residents.
* Example of Strategic Plan objectives formatted without a numerical identifier. When the Plan is finalized, staff
will create an improved graphic design illustrating the concept that each objective could stand alone but also
contributes and works with other objectives to fulfill City goals.
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Advance Social Justice and Racial
Equity
Advance Social Justice, Racial
Equity, and Human Rights
a. Support organizations and
efforts that provide services
to people experiencing and
recovering from trauma and
crisis related to mental
health and substance abuse
b. Consider a policy to limit
city business to vendors that
pay all employees a wage of
$10.10 or higher
c. Explore expanded use of a
racial equity toolkit within
City government,
embedding it within city
department and Council
levels
d. Consider elevating hourly
staff wages to $15/hour or
more within two years
• Ensure City progress towards
increasing diversity of staff in a
manner that is reflective of
community demographics
• Complete the phased effort to
raise the minimum wage for
temporary employees to
$15.00 per hour by July 1, 2021
• Continue emphasis on human
rights-based training for city
employees, boards and
commissions, and the
community
• Establish priorities and ensure
resources for increased access
and translation of critical city
messages
• Continue partnerships with
community organizations
through the City’s Social Justice
and Racial Equity grant
program
• Develop a coordinated effort
across City departments to
expand social and recreational
programming for special
populations
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Promote Environmental
Sustainability
Demonstrate Leadership in
Climate Action
a. Adopt an effective Climate
Action and Adaptation Plan
and ensure the next two
budgets contain sufficient
funds to facilitate achieving
its goal
b. Support efforts to increase
the reach of the Parks and
Recreation Foundation
• Adopt and begin
implementation of the
Accelerating Iowa City’s
Climate Actions Report
• Track and effectively
communicate progress
toward reaching the
Intergovernmental Panel on
Climate Change’s
(IPCC) carbon emission
reduction targets adopted
locally by the City Council in
2019.
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Enhance Community Engagement
and Intergovernmental Relations
Strengthen Community
Engagement and
Intergovernmental Relations
a. Experiment with innovative
ways of engaging with diverse
populations in person and on
social media
b. Improve collaborative
problem-solving with
governmental entities in the
region on topics of shared
interest
c. Improve relationships with
the executive branch and
legislature by reaching out to
legislators and other elected
officials and working with City
lobbyists
• Initiate a redesign of the City’s
website
• Pursue creative engagement
techniques with a focus on
reaching diverse populations
and neighborhoods
• Work collaboratively with
other local governments and
strengthen ties with our state
and federal elected delegation
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Maintain a Solid Financial
Foundation
Invest in Public Infrastructure,
Facilities and Fiscal Reserves
a. Continue to monitor the impact of
the 2013 property tax reform and
evaluate alternative revenue
sources as determined necessary
b. Continue to build the City’s
Emergency Fund
c. Monitor potential changes to
Moody’s rating criteria and
maintain the City’s Aaa bond
rating
d. Continue to reduce the City’s
property tax levy
e. Maintain healthy fund balances
throughout the City’s diverse
operations
• Carefully prepare for significant
financial challenges projected
during the final years of State
property tax reform mandates
through FY 2024
• Strive to continue to reduce
the City’s overall property tax
rate
• Evaluate Local Option Sales Tax
and other alternative revenues
that may be needed to achieve
Iowa City’s strategic objectives
and reduce reliance on debt
and property taxes
• Develop a long-term plan to
improve the pavement
condition of City streets
• Initiate physical and financial
planning efforts to modernize
and expand critical public
facilities
• Consider establishing a cost of
development framework that
can help guide decisions on
how best to accommodate
future growth
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Foster Healthy Neighborhoods
Throughout the City
Foster Healthy Neighborhoods
and Affordable Housing
Throughout the City
a. Modify the existing
Affordable Housing Action
Plan to include new
strategies to improve the
availability and affordability
of housing in Iowa City
b. Embed the “Missing Middle”
concept into the City’s land
development practices by
adopting a Form Based Code
for at least one (preferably
two) of our neighborhoods
c. Ensure the next two budgets
contain sufficient funds to
make meaningful progress
toward achieving the goals
of the Bicycle Master Plan
and Parks Master Plan
d. Complete an analysis of
traffic accident data and
identify actions to improve
the safety of our roadways
for motorists, bicyclists, and
pedestrians
• Identify new efforts to expand
and adapt the City’s
affordable housing and
neighborhood improvement
strategies to meet long-term
needs throughout the
community
• Consider and adopt the South
District form-based code and
ensure it can be adapted to
other parts of Iowa City
• Continue implementation of
the Parks Master Plan and
complete an accompanying
Recreational Facilities Master
Plan
• Monitor and report biannually
on building and rental permit
trends in the former rental
cap neighborhoods
• Support neighborhood
activities and improvements
that create vibrant, creative
spaces and inspire a sense of
place and community
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Encourage a Vibrant and
Walkable Urban Core
Enhance Community Mobility for
All Residents
a. Collaborate with the
University of Iowa on its
redevelopment of University
owned property located in
the Riverfront Crossings
District, and on improving
the quality, accessibility, and
use of the Iowa River
Corridor
b. Preserve important parts of
Iowa City’s history by
considering the designation
of additional buildings as
historic landmarks, and, by
considering the creation of
an historic preservation
district for part of the
downtown after consulting
with stakeholders
c. Evaluate existing strategies
and consider additional
actions to address the need
for reinvestment in the
city’s existing private
housing stock
• Continue implementation of
the City’s Bicycle Master
Plan and pursue Gold
Bicycle Friendly Community
status from the League of
American Bicyclists
• Complete the Iowa City Area
Transportation Study,
pursue recommended
changes, and evaluate
implementation outcomes,
to ensure community needs
are met by system changes
• Ensure ease and safety of
travel for residents and
visitors through expansion
of accessibility measures,
improved connectivity, and
use of adopted complete
streets design standards
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
May 26, 2020
2018-2019 2020-2021
Promote a Strong and Resilient
Local Economy
Promote an Inclusive and Resilient
Economy Throughout the City
a. Undertake a comprehensive
assessment of the current public
transit system and implement
changes to assure that the service
best meets the needs of the
entire community
b. Effectively market and grow the
local food economy
c. Through cooperation with the
Iowa City School District, Iowa
Workforce Development,
Kirkwood Community College,
Iowa Works, and others, increase
opportunities for marginalized
populations and low-income
individuals to obtain access to
skills training and good jobs
d. Work with Procter & Gamble and
impacted supply chain companies,
local economic development
organizations, and labor unions to
respond effectively to the
company’s decision to terminate
its local production of beauty care
products
• Through collaboration with
local partners, increase
opportunities for marginalized
and low-income populations to
obtain access to skills training,
good jobs and affordable
childcare
• Encourage healthy, diverse,
and sustainable economic
activity throughout Iowa City,
including taking steps to
invigorate neighborhood
commercial districts and
create new small
neighborhood commercial
nodes
• Effectively market and grow
the local foods economy and
small locally-owned businesses
Item Number: 4.
May 28, 2020
Pen d ing City Council Work Session Topics
AT TAC HM E NT S:
D escription
Pending City Council Work Session Topics
Item Number: 5.
May 28, 2020
Memo from Neighborh ood & Devel op men t Services Director: E viction
Protection Up d ate
AT TAC HM E NT S:
D escription
Memo from Neighborhood & D evelopment Services D irector: Eviction P rotection Update
Item Number: 6.
May 28, 2020
Memo from Med ia P roduction Services Coord inator: Mu n icipal B road b and
research b y Tel ecommunication s Commission
AT TAC HM E NT S:
D escription
Memo from Media P roduction Services Coordinator: Municipal B roadband research by
Telecommunications C ommission
Item Number: 7.
May 28, 2020
Q u arterly In vestmen t Report: Jan u ary - March 2020
AT TAC HM E NT S:
D escription
Quarterly I nvestment R eport: J anuary - March 2020
Item Number: 8.
May 28, 2020
Plan n ing & Z on in g Commission : May 21
AT TAC HM E NT S:
D escription
Planning & Z oning Commission: May 21