HomeMy WebLinkAboutHRC Packet for April 2023
Human Rights Commission
April 25, 2023
Formal Meeting – 5:30 PM
Emma J. Harvat Hall, City Hall
Agenda:
1. Call the meeting to order and roll call
2. Reading of Native American Land Acknowledgment
3. Approval of March 28, 2023, meeting minutes
4. Public comment on items not on the agenda. (Commentators shall address the Commission for
no more than 5 minutes. Commissioners shall not engage in discussion with the public or one
another concerning said items)
5. City Council Strategic Plan Presentation
6. Better Together 2030 and Inclusive Economic Development Presentation
7. Outreach and Engagement Police Department Updates
8. Racial Equity & Social Justice Grant
9. Commission Committee Overview, Assignments, Updates, Proclamations
a. Building Bridges
b. Reciprocal Relationships
c. Breaking Bread
10. Youth Awards (May 10)
a. Updates & Ceremony
11. Staff Announcements
12. Commissioner Announcements (Commissioners shall not engage in discussion with one another
concerning said announcements)
13. Adjournment
If you will need disability-related accommodations to participate in this meeting please contact Human
Rights Coordinator, Stefanie Bowers, at 319-356-5022 or at stefanie-bowers@iowa-city.org. Early
requests are strongly encouraged to allow sufficient time to meet your access needs.
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City of Iowa City
Strategic Plan
Overview
1.Introduction & Environmental Scan
2.Our Strategic Values
3.Our Strategic Impact Areas & Action Steps
4.Resources
5.How we get it done!
Challenges & Opportunities
•Increasing preemption of local control by State Legislature.
•State property tax reform
•Higher expectations yet diminishing trust in local government.
•Persistent racial and income inequality challenges.
•Workforce attraction needs & staff recruitment and capacity challenges.
•Continued COVID impacts, general inflation and economic pressures.
•Climate change and increasingly severe weather events.
•Regional population growth and more demand for services.
•Outdated facilities in need of remodel/replacement.
•Significant influx of federal funding opportunities.
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Agenda Item #5Agenda Item #5
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“The best way to predict your future is to create it.”
-Peter Drucker
Values
Values Our values represent both a lens through which we will approach our work, as well as a
desired end state when our work is completed. Our values are embodied in every
element of this strategic plan (and the work we do as City leaders!).
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How will we know if we’ve achieved our vision for
racial equity, social justice, and human rights?
Our community celebrates and welcomes cultural diversity.
Our community acknowledges and commemorates accurate historical cultural perspectives.
Every resident understands how systemic inequities have disadvantaged some populations and have the skills to disrupt bias.
Systemic barriers in policies, programs, and services are proactively addressed.
We build partnerships that facilitate equal access and opportunity.
Community decision-makers reflect the diversity of the community.
Equity, inclusion, and belonging is clearly identifiable in all City operations and activities.
Values
How will we know if we’ve achieved our
vision for climate action?
The world looks to Iowa City to copy our innovative carbon-reduction strategies.
Net-zero greenhouse gas emissions are achieved across all sectors.
Every household is prepared for extreme heat, cold, and weather events caused by climate change.
A bio-diverse environment is found throughout our community.
Our children’s water, air, and soil quality is better than it was for us.
Residents choose to take climate actions, such as riding the bus, shopping locally, and conserving energy.
Health, safety, and sense of community are improved for all.
Values
How will we know if we’ve achieved our
vision for partnerships and engagement?
The public believe opportunities for public input are worthwhile and sincere.
Public dialogue is respectful.Decision-making is transparent.
Every resident is routinely reached by the City in a way that aligns with their preferred method of communication.
Neighborhoods are a source of grassroots community-building and prosperity.
Community stakeholders trust and openly communicate with the City.
Public-private partnerships are common and a natural component of every solution.
Values
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What are some examples of
how you can carry out
these values this
board/commission?
Impact Areas
& Action Steps
Note for Presenters:
There is A LOT packed into these impact areas and action steps and could be overwhelming.
Depending on your audience, consider:
•Focusing on the impact areas and action steps most pertinent to your audience – hide the other
slides.
•The slides with specific action steps for each impact area have been automatically hidden. Please
unhide if you wish to review any or all of these in your presentation.
•If your audience either (1) is wholly focused on one impact area; or (2) has little role in most impact
areas; add your own slides and content to really emphasize what matters or to help draw
connections if it’s not apparent.
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Impact Areas
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Vision
Strategy
Action Steps
Vision: The Why
Long-term & aspirational. Describes the kind of community we will create by carrying out our
values & action plan.
Strategy: The WhatLong-term & guiding. Provides general direction for the implementation of core services and strategic action items.
Action Steps: The HowImmediate & actionable. Highlights pressing, high-impact
items which will receive discretionary resources and require partnerships and collaboration to be execute by a specific timeline.
Neighborhoods & HousingImpact Area:
Iowa City is a collection of authentic, vibrantneighborhoods and districts. By way of internal
and external streets and trails, each community member has safe, easy access to everyday facilities and services within a 15-minutewalk or bike ride. Neighborhoods are compactand socially diverse, with a variety of housing choicesand at least one place serving as its center. Permanent affordable housing choices are dispersed throughout the community. New higher densitydevelopment blends with existing buildings and shapes a comfortable, human-scale pedestrian environment. Public spaces are inviting and activewith people re-creating and socializing in parks, natural areas and tree-lined streetscapes, all enhanced with public art and placemakinginitiatives.
Strategy #1:Update City Comp Plan and Zoning Code to encourage compact and diverse housing types & land uses.
Strategy #2:Partner in projects that serve as models for desired future development.
Strategy #3:Create inviting + active outdoor spaces with unique and engaging recreation offerings.
Strategy #4:Address the unique needs of vulnerable populations and LMI neighborhoods.
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Neighborhoods & Housing Action Plan
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Action Champion Target
Explore legal steps to discourage or prevent bad-faith & predatory property investors. City Attorney FY23-24
Act on building actions in the Climate Action Plan, including TIF energy incentives, energy standards for height and density bonuses, and a climate action building permit rebate program.Climate Action FY23-25
Revamp the Neighborhood PIN Grant Program and evaluate discretionary funding for grassroots neighborhood & district projects. Communications FY23-25
Advance priorities in the 2022 Affordable Housing Action Plan & work with partners to undertake significant scale affordable housing efforts.NDS FY23-28
Seek out and approve residential TIF applications for infrastructure when the project provides public benefits. Consider a standard application of residential TIF for all new annexations to meet permanent affordable housing goals.NDS FY24-25
Initiate a Comp Plan update and subsequent Zoning Code review to more broadly incorporate form-based principles with an emphasison growth areas first and infill areas next, expand missing middle housing allowances, minimum density requirements, and streamlined approval processes.NDS FY24-28
Bolster financial support for homeless services and evaluate shifting towards shelter as a service model. City Manager FY24-28
Explore pilot housing projects using tiny homes, 3D printed homes, pre-fab or manufactured homes, net-zero homes, etc. NDS FY24-28
Expand the South District Homeownership Program to other targeted neighborhoods and consider adding relocation assistance. NDS FY26-28
Provide all residents with public open space within a 15-min. walk or bike ride using strategic agreements with local schools or partners. NDS FY26-28
MobilityImpact Area:
Community members of all socioeconomic statuses easily, safely, and comfortably travel using multiple modes of transportation year-round. Commuters choose to walk, bike, or bus at least half of the time and an increasing number of trips are fueled by clean energy. Regional collaboration has created a strong multi-modal network that links Iowa City to neighboring communities. Highly traveled corridors have separate trails or comfortable, safe lanes for bicyclists. When prioritizing, the needs of pedestrians, bicyclists, transit riders, and other emerging forms of transportation are weighted greater than those of automobile drivers and adjacent property owners.
Strategy #1:Expand the access and convenience of climate friendly and regionally connected public transit.
Strategy #2:Design and maintain complete streets that are comfortable and safe for all users.
Strategy #3:Grow and prioritize bike and pedestrian accommodations.
Mobility Action Plan
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Action Champion Target
Fully evaluate the feasibility and funding sources needed for a zero-fare transit system. Transportation FY23-24
Develop a vision statement for a singular regional transit system with metro Johnson Co. entities and obtain initial commitmentsto study a regional system from each entity’s elected officials.City Council FY23-25
Install additional permanent charging stations for vehicles, bicycles, and electronic devices. Climate Action FY23-28
Identify additional opportunities for road diets, sidewalk infill, curb cut enhancement, and bike lane installation with a goal of at least two such projects each construction season.Public Works FY23-28
Explore opportunities to utilize the CRANDIC right-of-way for passenger rail, bus rapid transit, or pedestrian usage. City Council FY23-28
Consider an on-demand or subsidized voucher system for times and locations in which no fixed route service is available. Transportation FY23-28
Expand snow clearing operations at sidewalk corners in high-priority pedestrian areas, bus stops, and bike lanes Public WorksParks & Rec FY24-25
Secure federal funding for a relocated transit building that can accommodate future growth in service and electrification of the fleet.
TransportationCity Manager FY24-28
Consider adding or retrofitting bike pathways that are separated from streets or protected by flexible bollards. Public Works FY24-28
Initiate and promote vehicle and bike-share/scooter programs.Transportation FY26-28
Expand the fleet of electric buses or other low/no emission technology vehicles each time a diesel bus is due for replacement and seek grants that can expedite the conversion.Climate Action FY26-28
Evaluate with the State of Iowa the possibility of a Burlington Street Road Diet using flex zones in non-peak hours. Public Works FY26-28
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EconomyImpact Area:
Iowa City is the preferred location for businesses at all stages of development. Start-up businesses flourish and take advantage of mentoring and other resources. The vibrant arts and culture community attracts both visitors and new residents. Technologiesdeveloped through the University of Iowa are transferred to the local business sector, creating business diversity and new value within the community. Businesses pay living wages and support skill development for their employees. Support services, such as child-care and language assistance, are readily available for all, which means every person who wants to participate in the local economy cando so. Community members support each other by spending their money locally.
Strategy #1: Reinforce Iowa City as a premier community to locate and grow a business.
Strategy #2: Ensure appropriate infrastructure is in place for future business growth & development.
Strategy #3: Cultivate a strong entrepreneurial and small business ecosystem with a focus on creating new pathways to success for systemically marginalized populations.
Strategy #4: Build Iowa City’s image as the Greatest Small City for the Arts.
Strategy #5: Strengthen the Iowa River’s role as a signature community amenity and tourism generator.
Economy Action Plan
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Action Champion Target
Enhance access to affordable childcare for all populations through innovative partnerships with higher education, non-profits, and the business community.City ManagerNDS FY23-25
Using ARPA funds, execute on agreeable recommendations in the Inclusive Economic Development Plan, with a particular focus on actions that build long-term support and wealth building opportunities for systemically marginalized populations.
City ManagerEconomic Dev.FY23-25
Partner with Kirkwood Community College, Iowa City Community School District, Iowa Labor Center, local trades and other stakeholders to provide meaningful career development opportunities, pre-apprenticeship and apprentice programs.
Economic Dev.NDS FY23-28
Increase small business technical assistance to aid in the creation, success, and growth of home-grown businesses. Economic Dev.FY23-28
Create flexible incentives to support the top goals of Iowa City’s SSMIDs and other commercial nodes, including attaining a desired business mix that serves the surrounding neighborhood.Economic Dev.City Manager FY26-28
Develop targeted marketing to promote Iowa City as a unique and attractive place to do business. City Manager FY26-28
Develop a riverfront master plan in cooperation with the University of Iowa, Think Iowa City, and other stakeholders. City Manager FY26-28
Safety & WellbeingImpact Area:
Our City supports the mental and physical well-being of our community members. Public safety response, whether from the City or a non-profit partner, is nuanceddepending on the specific needs of the situation. Community members receive emergency response services promptly and welcome responders as problem-solvers. Inviting spaces for social interaction, exercise, and regenerationare equitably located throughout the community and are lively with activity and use. New and long-time community members alike, especially marginalized groups, easily build networks and establish rootswithin our community. Community members have safe, healthy indoor spaces and are well-prepared for climate-related changes.
Strategy #1:Expand the access and convenience of climate friendly and regionally connected public transit.
Strategy #2:Design and maintain complete streets that are comfortable and safe for all users.
Strategy #3:Grow and prioritize bike and pedestrian accommodations.
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Safety & Wellbeing Action Plan
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Action Champion Target
Work collaboratively with Johnson County and other stakeholders to launch a community violence intervention effort in close cooperation with local law enforcement.Police FY23-24
Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. Police FY23-25
Leveraging ARPA funds, build capacity in local non-profits that will help ensure they are able to meet future community demands.NDS FY23-25
Consider and, where feasible, implement alternatives to routine non-emergent traffic stops. Police FY23-25
Build on the relationship with the University of Iowa College of Nursing to increase participation in the Healthy Homes Program.NDS FY23-25
Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a goal of 24-hour coverage by the end of FY28.Police FY23-28
Actively promote 988 throughout the year and ensure CommUnity Mobile Crisis has resources to meet community demands.City ManagerCommunications FY23-28
Continue critical exterior renovations to the Senior Center and continue progress on Senior Center Facility Master Plan recommendations.Senior Center FY23-28
Expand neighborhood-based programs such as mobile community social/recreation resources (fun patrol), nests, or micro-hubs for kids and teens.Parks & Rec FY26-28
Resources
Resources: The tools to get it done!
1. Facilities, Equipment,
and Technology
•Invest in next-generation facilities + safe, healthy
workspaces
•Pursue high-performance
governance
•Reward technology &innovation
2. People 3. Financial
•Establish the City as an employer of choice!
•Build a diverse talent
pipeline (staff &
Board/Commissions)
•Enhance engagement, welcoming, and inclusion
•Grow the tax base,
diversify revenue sources
& leverage outside funding
•Maintain healthy reserves
and prudent debt strategy
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Alignment
What’s Not in the Strategic Plan?
99% of our everyday work!Unexpected Challenges Timely Opportunities
Major Ongoing
Projects
Questions?
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Dec 2022 thru March 2023 SJRE: First Report for Racial Equity & Social Justice Grant
ICCompassion’s progress .
We are more than grateful for all you support and for the impact of racial equity and social justice grant
money. We have used this money for the first year of our vision. Our vision was to create a training café
within our facility at IC Compassion. We are now licensed and have been operating since May 5th, 2022.
The café, the Jabez Café, provides a place for young adults with disabilities and mental illnesses to work
and gain the skills they need for future job opportunities. We have had a total of 7 young adults and
continue to have them and more that want to come and participate and get training . All participants
have been from immigrant families. They have been learning food service skills such as cooking, money
handling, cleaning, and serving others. Parents of the young adults and training in the café. Four parents
have been consistently involved in the daily management of the café. We are also impacting the
community with connections with these young adults and learning about disabilities and their barriers.
Since July, the number of meals being served has increased from 10 meals a week to an average of 20
meals a week we give food away for people that cannot pay . Being committed to serving on a donation
basis, a side benefit has been providing meals for those who could not afford it. Jabez Café serves
approx. 40 free meals each month. Other statistics since being supported by this grant: ⦁ volunteer
hours a week are 25 to 30 hours ⦁ training time each week is approx. 12 hrs. ⦁ Added donation methods
including Venmo ⦁ Average donations increased to an average of $300 per week ⦁ Increased number of
clients and a few regulars we have a people that continue to come every week and have others said they
like the place because they find friend we are family environment .
Specific response to our goals: ⦁
Trainees will demonstrate increased comfort and confidence with training at Jabez Café ⦁ Responses
from our trainees (young adults) ⦁ Jordan, one of our first trainee, was really worried in the beginning
and now he loves to come to work and participates in everyday that we serve in the community. ⦁ JB is
nonverbal, but he has his routine of getting the trash bag, the old bread and putting them in the trash
container. He has learned that after he is finished, he sits at a table and waits for his cupcake treat. He
welcomes that with a big smile he will graduate on May and he don’t have another place to go only the
Jabez Cafe. And now we have Kareli. She is down syndrome the school call us because she don’t have
any other opportunity for her she start coming here and make such improve in her independence and
happiness to be here with us.
⦁ Trainees will demonstrate increased job skills in the food service area
1 ⦁ All trainees are doing their jobs skills with minimal prompts
⦁ All trainees are still in the program. Two asked for increased time.
⦁ Parents will indicate increased satisfaction with knowledge of resources in the community. ⦁
Partnership with LEND and ⦁ Partnership with Goodwill and Successful Living ⦁ Trainees from City High
School, West High School, and the University ⦁ Parents and trainees will indicate increased satisfaction
with their lives as they find dignity and purpose in Jabez Cafe and hope for the future. ⦁ New friendships
have developed. Clients now call our trainees by name and have conversations with them. The funding
has supported our part-time coordinator, which has been critical to our current success. We have a
Agenda Item #8 Report from IC Compassion
program called ON TRACK from UCCED that bring training to learn how to take charge of your health
every other week to the participants and the clients from Successful living coming and get the training.
We have the nurses of college come and do their training to our Jabez café and teach to how do better
choices of nutrition the clients and participants enjoy having the support for them and learn how to
make good choices .
Agenda Item #8 Report from Houses into Homes