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HomeMy WebLinkAbout2024-10-17 Info Packet 4 City Council Information Packet CITY OF 1 O WA CITY October 17, 2024 Council Tentative Meeting Schedule IP1. Council Tentative Meeting Schedule October 21 Joint Entities Meeting IP2. Joint Entities Meeting Agenda: October 21 October 22 Work Session IP3. Work Session Agenda IP4. Memo from City Manager: Strategic Plan Review Draft Minutes IP5.. Council Economic Development Committee: October 16 October 17, 2024 City of Iowa City Item Number: IP1. CITY OF IOWA CITY COUNCIL ACTION REPORT October 17, 2024 Council Tentative Meeting Schedule Attachments: Council Tentative Meeting Schedule _j , r City Council Tentative Meeting Schedule = Subject to change CITY OF IOWA CITY October 17,2024 Date Time Meeting Location Monday,October 21,2024 4:30 PM Joint Entities Meeting TBD Hosted by the City of University Heights Tuesday,October 22,2024 1:00 PM Strategic Plan Work Session City Hall,Emma J.Harvat Hall 410 E.Washington Street Monday,November 4,2024 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,November 19,2024 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,December 10,2024 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,Janaury 7,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Monday,January 13,2025 4:30 PM Joint Entities Meeting TBD Hosted by Johnson County Brd of Supervisors Tuesday,January 21,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Wednesday,January 22,2025 2:00 PM Budget Work Session(CIP) City Hall,Emma J.Harvat Hall 410 E.Washington Street Tuesday,February 4,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,February 18,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,March 11,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,April 1,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,April 15,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,May 6,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,May 20,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,June 3,2025 4:00 PM Work session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,June 17,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,July 8,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,August 5,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,August 19,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,September 2,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,September 16,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,October 7,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,October 21,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,November 3,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,November 18,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Tuesday,December 9,2025 4:00 PM Work Session City Hall,Emma J.Harvat Hall 6:00 PM Formal Meeting 410 E.Washington Street Item Number: IP2. r 1 CITY OF IOWA CITY a � COUNCIL ACTION REPORT October 17, 2024 Joint Entities Meeting Agenda: October 21 Attachments: Joint Entities Meeting Agenda: October 21 Joint Entities Meeting Johnson County Board of Supervisors, City of Iowa City, City of Coralville, City of North Liberty, City of Tiffin, City of Hills, City of University Heights, Iowa City Community School District, Clear Creek Amana School District, University of Iowa Monday, October 21, 2024 Meeting Courtyard by Marriott University Heights Kinnick/Carver Rooms 1st Floor 4:30 p.m. AGENDA 1. Call to order 2. Welcome and Introductions 3. Discussion/update of the following: Childcare solutions coalition update (City of Iowa City) AED cost sharing initiative, an informational survey for local businesses and an update on PulsePoint and our cardiac arrest registry data for FY24 (Johnson County Ambulance) 4. Other business 5. Adjournment The entity in parenthesis requested the item be placed on the agenda. Item Number: IP3. CITY OF IOWA CITY COUNCIL ACTION REPORT October 17, 2024 Work Session Agenda Attachments: Work Session Agenda Subject to change as finalized by the City Clerk. For a final official copy, contact the City Clerk's Office 356-5041 If you will need disability-related accommodations in order to participate in this program/event, please contact Kellie Grace at 319-356-5041 , kgrace@iowa- city.org. Early requests are strongly encouraged to allow sufficient time to meet your access needs. Iowa City City Council - Work Session I r Agenda ; Work Session ' W-ems' October 22, 2024 - 1 :00 PM CITY OF IOWA CITY Emma J. Harvat Hall 410 E. Washington Street www.icgov.org City of Iowa City Land Acknowledgment can be found at: icgov.org/landacknowledgement Meeting Rules can be found at: icgov.org/meetingrules You can watch the meeting on cable channel 4 (118.2 QAM) in Iowa City, University Heights and Coralville, or you can watch it online at any of the following websites: + https://citychannel4.com/live + https://www.you_t_ube.com/user/citychannel4llive ■ https://facebook.com/CityoflowaCity 1 . FY23-28 City of Iowa City Strategic Plan Refresh with facilitation services provided by the East Central Iowa Council of Governments (ECICOG) Item Number: IP4. r 1 CITY OF IOWA CITY a � COUNCIL ACTION REPORT October 17, 2024 Memo from City Manager: Strategic Plan Review Attachments: Memo from City Manager: Strategic Plan Review FY 2023 - 2028 Strategic Plan Iowa City Strategic Plan Progress Report A'_._-- Kz= CITY OF IOWA CITY ��. MEMORANDUM Date: October 17, 2024 To: Mayor and City Council From: Geoff Fruin, City Manager Re: Strategic Plan Review On October 22"d you will have special work session facilitated by the East Central Iowa Council of Governments (ECICOG) aimed to offer an opportunity for reflection and refinement of the current FY2023-2028 Strategic Plan. This is a great opportunity for the City Council as a whole, with some individual councilors that were directly involved in the plan's creation and others that subsequently joined the team after the plan's adoption, to make any needed adjustments and recommit to the pursuit of the values, strategies and specific actions contained within. Attached to this memo are copies of the strategic plan document, as well as the annual progress update that was provided to you in September. I strongly encourage all councilors to review this information in preparation for the upcoming work session. Also attached are recommended edits to various action plans contained within the plan. The edits are generally intended to honor the plan's original intent, while attempting to provide clarity, account for changing circumstances, provide focus that acknowledges scarce resources, and reflect new directions that have been intentionally committed to in the intervening time since adoption in December of 2022. Staff is happy to answer questions or discuss the motivations behind the recommendations at your work session. Throughout the process of creating the plan, we discussed the importance of focus. The City is operating in an increasingly resource constrained environment. Since plan adoption, this pressure has only increased as additional property tax reform has eliminated levies and constrained annual taxable valuation growth to levels that, if continued, cannot adequately support status quo public service delivery levels in the long-term. I encourage the City Council to reflect on this situation carefully as you think through your strategic action plans. Simply stated, committing to our own financial stability and core services may require that we narrow our focus on new actions that require competing financial resources. Pages 3-5 of the adopted strategic plan cover the "Environmental Scan" that concisely details some of the external challenges and opportunities that unavoidably will impact our ability to address all our identified needs. City staff continue to be appreciative for your commitment to developing and executing a strategic plan. We are eager to do all we can to ensure the successful execution of the articulated strategies and actions. Thank you for your time in considering refinements for the final few years of the planning period. Attachments: Staff Recommended Refinements to Action Plans (redlined and clean versions) FY 2023-2028 Strategic Plan September 2024 Strategic Plan Progress Report IMPACT AREAS Neighborhoods & Housing FUTURE VISION Iowa City is a collection of authentic,vibrant neighborhoods 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-minute walk or bike ride.Neighborhoods are compact and socially diverse,with a variety of housing choices and at least one place serving as its center.Permanent affordable housing choices are dispersed throughout the community.New higher density development blends with existing buildings and shapes a comfortable,human-scale pedestrian environment.Public spaces are inviting and active with people recreating and socializing in parks,natural areas,and tree-lined streetscapes,all enhanced with public art and placemaking initiatives. STRATEGIES To advance the Vision the City will pursue the following strategies: • Update City Comprehensive Plan and Zoning Code to encourage compact neighborhoods with diverse housing types and land uses. • Partner in projects that serve as models for desired future development. • Create inviting and active outdoor spaces with unique and engaging recreation offerings. • Address the unique needs of vulnerable populations and low-to-moderate income neighborhoods. 1 ACTION PLAN Formatted:Font color:Custom ..................................................................-.............--..�..�..�..r...- Color(RG8(19,133,168)),Condensed by 0.2 pt Action Champion Target Date Explore legal steps to discourage or prevent bad faith and predatory property City Attorney FY23-24 investors. Act on building regulation recommendations outlined in the Accelerating Iowa Climate Action& FY23-25 City's Climate Actions Report;including rkic_succes ful lain nch and exgcutikn of Outreach and S!hitate m1on inc@nthm nror�ms nr o Fit h extstine and n w,htlilding5-across Neighborhood& multiple sectors of she economy. _ Development . Ear�tNSMii�g per�nn� Services .b_ Revamp the neighborhood PIN grant program and evaluate discretionary funding Communications FY23-25 for district/neighborhood grassroots projects. Advance prioritized recommendations in the 2022 Affordable Housing Action Plan. Neighborhood& FY23-28 Work with partners to undertake significant-scale affordable housing efforts. Development Services Seek out and approve residential TIF applications for infrastructure when the City Manager's FY24-2326 project provides community benefit such as permanent affordable housing, Office expansive public open space,or advancement toward stated climate action goals. Consider a standard application of residential TIF for all new annexations to meet permanent affordable housing goals. With rertint ofihe 2021 federm PRO•Housrne grant.Ilnitiate a Comprehensive Plan Neighborhood& FY24-28 update and subsequent Zoning Code Fev+e*gpdate 0128FOaFa e Development forrrt pa'�d�,:+nwg3es wi[t+ernpk as+s art gruwthareastKzt a ad Infi{FaFeas neuttha[ Services resoonds to the housingcrists through,expanded missing middle housing allowances,minimum density requirements,and streamlined approval rocesses aimed at increasing SUPDIY of all housing tyoe_s. Explore Neighborhood& FY24-28 Development GivileAS:inrlpyaStye houSinR Q]C_cts Ieve ram ngla gn_erS hip s Vith public,private Services and non- rori a eyries.f3kyelop a husiness and financial strategy for bal5terinp the number_ofpubR[3y ovined how;in g units across all eograph,c regions of the igMmun -t;5 etia y in areas of high o ortunit . '!Formatted:Condensed by 0.1 pt Respond to the growing homelessness chaflengesIn collaboration with non•pro6t City Manager's FY25-28 partners through enhanced street mireach partnerships,data-informed Office strategies to reduce chronic homelessness,and continued exploration of n awm-ef-- finao."s ipann�aFherncless sew;e{saad uaksFeiit fts jgtwhxd�sheker as service model. Expand the South District Homeownership Program to othertargeted Neighborhood& F126-28 neighborhoods and consider allowing relocation assistance to expedite Development completion. Services Provide all residents with enKaging oublicopen space within a 15-minute walk or Parks and 1a-26FY23-28 bike ridebrst.atf� allyQt aytirtga ---�. s .�"-aiscSsaolsur.mkw- Recreation fia"eF`%,ihrough continued reinvestment kn existing oarksand the expansion of trails and parks to new and emerq ng net hborhoods. 2 i Mobility FUTURE VISION 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_ 3 strong multi-modal network that links Iowa City to neighboring communities.Highly traveled corridors have separated 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. STRATEGIES To advance the Vision the City will pursue the following strategies: • Expand the access and convenience of environmentally friendly and regionally connected public transit. • Design and maintain complete streets that are comfortable and safe for all users. • Grow and prioritize bike and pedestrian accommodations. ACTin�i PI AA nni 1 Formatted:Font:Not Bold,Font color.Auto ACTION PLAN 4 Action Target Champion •- Formatted Table Date Fully evaluatethe feasibility and funding sources needed for a zero-fare transit Transportation FY23-24 system. Services and Finance 1 Develop a vision statement for a singular regional transit system with metro Johnson City Council FY23-25 1 County entities and obtain initial commitments to study a regional system from each entity's elected officials. Install additional permanent charging stations for vehicles,bicycles,and electronic Climate Action FY23-28 1 devices. &Outreach 1 Identify additional opportunities for road diets,sidewalk infill,curb cut Public Works FY23-28 1 enhancement,and bike lane installation with a goal of at least two such projects each construction season. Explore opportunities to utilize the CRANDIC right-of-way for passenger rail,bus City Council FY23-28 t rapid transit,or pedestrian usage. ` Evaluate with the State of Iowa reverting Dodge and Governor to 2-way streets Public Works FY23-28 Secure federal funding for a relocated transit buildingthat can accommodate future Transportation FY24-28 growth in service and electrification ofthe fleet. and City Manager's Office Consider addingor retrofitting bike pathways that are separated from streets or MPOJPublic FY24-28 l protected utilizing flexible bollards. Works Assuming necLssa_ryfacdi a[cammpdotions,eUpand the fleet ofelectric buses of- Climate Action FY25-28 ether kwfneem yrio+Hec3 atilegyeF��icseach time a diesel bus is due for &Outreach replacement and seek grants that can expedite the conversion. 1 Consideran on-demand orsubsidized vouchersystem fortimes and locations in Transportation 1(2SFY2&-28 1 which no fixed route service is available. Services F.xpandsnawdearing-ottera Rublig WerksReUeatien #2Sr2S arias,-t�uf-�.heps;and�ke�anef ac�if-Ratk;� I GIt Reevaluate the possible benefits_ofa vehicle and bike- Transportation FY26-28 share/scooter programs. Services F%'a.a:'-,..:thtiteest� ,� �efross L i:ty vfa 64'rting46n-SiFeet4kh1 J Eie(- Public Works FY26-28 ate tx�+g tl�geaitfraar�Fully comalete the Safe Streets for All olannine process and deveEo_p fundinaFtratekies to address the most acute roadway safe issues for all users. Economy 5 FUTURE VISION 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.Technologies developed 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 6 person who wishes to participate in the local economy can do so.Community members support each other by spending their money locally. STRATEGIES To advance the Vision the City will pursue the following strategies: • Reinforce Iowa City as a premier community to locate and grow a business. • Ensure appropriate infrastructure is in place for future business growth and development. • Cultivate a strong entrepreneurial and small businesses ecosystem with a focus on creating new pathways to success for systemically marginalized populations. • Build Iowa City's image as the Greatest Small City for the Arts. • Strengthen the Iowa River's role as a signature community amenity and tourism generator., Formatted:Not Expanded by/Condensed • ••,-• Formatted:Font:12 pt t Formatted:Normal, No bullets or numbering 7 ACTION PLAN — Formatted:Font color:Custom .. Color(RGB(l9,133,168)),Condensed Oy 0.2 Ft Action Champion Date Enhance access to affordable childcare for all populations through innovative City Manager's FY23-25 partnerships with higher education,non-profits,and the business community. Office and Neighborhood& Development Services Utilizing American Rescue Act Funds,execute on agFeeablerecommendations in City Manager's FY23-25 the Inclusive Economic Development Plan with a particular focus on actions that Office and build long-term support and wealth-building opportunities for systemically Economic marginalized populations. Development Partnerwith Kirkwood Community College,Iowa City Community School District, Economic FY23-28 Iowa Labor Center,local trades,businesses and other stakeholders to provide Development and meaningful career development opportunities,pre-apprenticeship,and Neighborhood& apprentice programs. Development Services Increasesmall business technical assistance aBpnrtunitiEm IQdivgMMtl ggp Economic FY24-28 to aid in the creation,success,and growth of home-grown businesses. Development Post acauisitlon of 215.Linn_transparently pursue a aubbc-private oartnershio City Manager's FY24-FY28 that results In redevelopment that is in the best long-term Interest of the Office and community and aroylde55trong fin anVal returp on the City'$Invotment In the Economic prooertv. Development Economic FY25-28 Formatted Table Create flexible incentives to support the top goals of Iowa City's Self-Supporting Development and Municipal Improvement Districts,Greater Iowa City.Inc-Siraieglc Investment City Manager's Districts and other commercial nodes,including attaining a desired business Office mix that serves the surrounding neighborhood. Con,tinue to work to diversify and strengthen our overall economy through Economic FY25-28 _grk-_with eristinA comp-anies,_such as 0&G and ACt,while rult_iv_ating Development and oppartunilies for new business to expand in Iowa City City Manager's O k ................ Formatted:Font:Bold Developtargeted marketingto promote Iowa City as a unique and attractive City Manager's P(46FY27-28 place to do business. Office Develop a riverfront master plan in cooperation with the University of Iowa, City Manager's #26FY27-28 Think Iowa City,and other stakeholders. Office 8 Safety & Well-being FUTURE VISION i 9 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 nuanced depending 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 regeneration are 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 roots within our community.Community members have safe,healthy indoor spaces and are well-prepared for climate-related changes. STRATEGIES To advance the Vision the City will pursue the following strategies: • Implement and expand innovative public safety models and facilities to improve outcomes and relationships within the community. • Partner with non-profits to address the most emergent and foundational community safety and well-being needs. • Build community by fostering social connections and developing safe,accessible public spaces for gathering. ACTION PLAN Formatted:Font color.Custom Color(RGB(19,133,168)),Condensed by 0.2 pt 10 ChampionAction Date Work collaboratively with Johnson County and other stakeholders to launch a City Council and Police FY23-24 community violence intervention effort in close cooperation with local law Department enforcement. Leveraging American Rescue Plan Act funds,build capacity in local non-profits Neighborhood& FY23-26 that will help ensurethey are ableto meet future community demands. Development Services &aid-Gf t eF OWE SIASh p-*v tt+-lp,e- i OEr�Ve 0 f lG Wa GG llege 6 F P 110VA13 18 Neighberhe8d& 14232g �ii{-F�35f{3dHir3ti9r�-�: dm:.i-a=yv:s��-a'.rr" n"•• o` Expandthe Mental Health Liaison program with CommUn"tty Mobile Crisis with a Police Department FY23-28 goal of 24-hour coverage by the end of FY28. Actively promote 988 throughout the year and ensure that CommUnity Mobile City Manager's Office and FY23-28 Crisis has resources to meet community demands. Communications Work to reduce the arevalance of Private lead water syrvire lines through Public Works FY23-28 various tools including regulaow,finandal assistance,edup6m and insurance offerings. Conlin ue to build and strength en trusted neighhorh ood-based resilience hub Climate Action FY23-28 Pannershins throughout the community. Continue critical exterior renovations to the Senior Center and^^�� uo rsue Senior Center FY23-28 progress on interiorenhanr-ements noted in the5enior Center Facility Master Plan fe[ummertdaHoas.. Integrate CommUniity Mobile Crisis into the 911 dispatch protocols. Police Department FY24-26 Expand data-lnformed derj6m making in gur ouhlt fgtLaperalions1ind_with Pollee Oeltaftment FY2S-FY28 non-Profrt Partners.including[lie hiring of a civilian Crime Analyst ppp-L Lim in the Polite Deoartment_ Consider and,where feasible,implement alternatives to routine non-emergent Police Department FY24-2628 traffic stops. Expand neighborhood-based programs such as mobile community Parks&Recreation&Ubrary FY26-28 social/recreation resources(fun patrol),nests or micro-hubs for kids/teens. 11 RESOURCES Facilities, Equipment and Technology FUTURE VISION Municipal facilities are modernized and designed for operational efficiency,capacity for growth, employee safety and health,resilience,alignment with Climate Action goals,and civic pride.Funding of equipment and facility replacement funds and partnerships with other entities result in joint facilities, technology,and equipment that improve access and services.City staff are encouraged to be entrepreneurial in their approach and actively seek to innovative and streamline processes while improving service levels to the community. STRATEGIES To advance the Vision the City will pursue the following strategies: • Invest in the next generation of public facilities and equipment to create immediate operational efficiencies,boost workplace safety,health,and morale,and improve cross-department collaboration. • Promote high-performance governance leveraging technology,partnerships,and innovation. 12 ACTION PLAN ChampionTarget Action Outline a municipal-wide facilities plan and initiate relevant action steps to keep City Manager's Office FY23-2428 Maintenance and new cans[anion projects moving forward. Complete a City Hall and Public Safety Headquarters space needs study and City Manager's Office FY23-2425 develop a plan for next steps toward implementation. Implementthe asset management system and expand use for facility Public Works FY23-2328 maintenance and management. Develop and implement an-elwgc, �a fleet-transition ptar almed at Public Works and Climate FY23-25 gffeient fy_conv-erti ng roadway and nnn•road vehl des tD dean enerfV sources and Action&Outreach e,1Lwng we. fop,nn«+g appropriately bnih with our energy providers and public~ seaor partners on regionat infrastructure needs and with cuf design consultants on public facility oroieas: Pursue grant opportunities,bolster the Facility Reserve Fund,and explore City Manager's FY23-28 public/private partnerships to facilitate completion of key facility projects. Office and Finance Design replacement and renovated facilitiestoJor operational,e(flcienry. __ City Manager's Office FY24-28... Formatted:Font:10 pt,Not Italic CaAaCiSY for Rfpreth,employee Sa�eSy and health,resilience.alignment With Climate Action eoals,•and civic pride_enstirealiymrnentwittlintataAerion• gAaE`�„w�o.,o•�.'���"�•'f2F-and-li2ai[#SiEviitiF��ng-t�7iitFF7gIAeRES-fHF pu$ii[• e_p ei 1mpFpve publ c�rarsspart l`f:wtiC1'-a�a[+rdlnai City Managei2s QR^ #26 28 r�s4deFf .iN i.Gliio a c....w r:...:nilia., ,ye.,N"Erioritizes-data-&keo-infurmed City Manager's Office #26FY24-28 decision-makingthroughoot all City operations and improve the use of metriCS in[epprtlnZ Sefylce delivery oub:omes to the public;4e&F'819& tidd i®tF•eri�-�a132w211y5.� 13 People FUTURE VISION The City is an employer of choice in the region and viewed as a rewarding,long-term career choice. Valuable benefits,flexible schedules,energizing workspaces,remote and hybrid work arrangements, and professional development and advancement opportunities improve productivity,service to the public,and morale.Employees enter an inclusive,fun,and engaging environment each workday.City staff,board and commission members,and volunteers are demographically representative of the City population at-large and every employee is continuously building cultural awareness.Leadership and elected officials ensure sufficient staff levels to maintain baseline services,weather vacancies or emergencies,protect against employee burnout,and add capacity to act on special assignments and strategic,long-term initiatives. STRATEGIES To advance the Vision the City will pursue the following strategies: • Establish the City of Iowa City as an employer of choice in the region with a pay plan,benefits package,and flexible work options that attract and retain high-quality and motivated public service employees. • Carry out a multi-dimensional staff engagement initiative to ensure every City employee feels welcome,informed,involved,and engaged at work. • Build a diverse talent pipeline. 14 i ACTION PLAN 15 ChampionAction Date Complete and execute upon the results of an organization-wide classification and Human Resources FY23-2S compensation study.As part ofstudy,review all job requirements to ensure applicability and eliminate unnecessary barriersto employment,including testing,residency requirements,education,and certification or license requirements. Monitor implementation of new telecommuting and flexible work schedule policies to City Manager FY23-25 ensure public service standards are fully met and desired employee work arrangement flexibility is pursued where possible. Balance investment in new annual initiatives with staffing levels to ensure core municipal City Managers FY23-28 service levels are maintained and reduce instances ofburnout. Office and City Council Elevate new and existing intra-organizational communication strategies to bolster City Managers FY23-25 information sharing and improve productivity and connectiveness across the Office organization. Create more opportunities to promote inter-departmental relationships,collaboration, City Managers FY23-25 and problem-solving. Office Upskill City staff in implicit bias,cultural awareness,and inclusion. Equity&Human FY23-28 Rights 9z c a �- F`93 28 AffiPe Take steps to promote more diverse representation on Boards,Commissions,and City Council FY23-28 Committees. Ensure every single employee knows the City s strategic vision and can connect their role City Managers FY23-28 accordingly. Office Strengthen volunteer engagement,management,and appreciation efforts. City Council and City FY23-28 Managers Office Implement increasingly relevant organization-wide training opportunities such as conflict City Managers FY24-28 resolution and de-escalation training. Office Conduct comprehensive benefits review and implement changes based upon workforce_ City Managers FY25-28 data and best practices-e� -fKVatkw,,-exploring benefits such as paid Office volunteer time,wellness offerings,and flexible stipends for challenges such as childcare, transportation,Wgher-educatsoneducaUn and more. fah ta eiines throujZh temporary staff City Managers FY26-28 outreach,apprenticeship program(sFA kinnership-wkh4ec-a- -'----''N-.�....,-- oK-e— Office ,Ts dlvei se recruitment networks or other Innovative career nathwav initiatives. 16 Financial FUTURE VISION City residents believe property taxes and utility fees are fair and commensurate to service levels,and do not experience erratic changes in rates and fees.The City maintains sufficient financial resources to proactively maintain and replace assets,carry out strategic plan initiatives,and be insulated from unanticipated financial stressors.Partnerships,grant funding,and other creative financing mechanisms 17 are routinely part of program and project financing structure.The City maintains a AAA bond rating, resulting in lower borrowing costs for residents and businesses. STRATEGIES To advance the Vision the City will pursue the following strategies: • Grow the tax base,consider alternative revenue sources,and leverage outside funding to maintain core services and pursue community priorities while maintaining equitable property tax rates. • Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds and prudent debt management. 18 1 ACTION PLAN _,.=I Formatted:Font color:Custom Color(RGB(19,133,166)), l Condensed by 0.2 pt Action Champion Target Date Ensure Enterprise Funds are well supported through incremental rate and fee Finance FY23-28 increases and do not become reliant on large rate spikes,property taxes,or unplanned debt issuance. Coordinate with Iowa League of Cities,Metro Coalition,and the City's contracted City Managers Office FY23-28 state lobbyist to oppose unfunded state mandates and detrimental tax reforms. Maintain the City's AAA bond rating. Finance FY23-28 Increase the Emergency Fund balance by an annual target of 5%. Finance FY23-28 Significantly bolster the Facility Reserve Fund and develop an implementation plan Finance FY23-28 for use of funds that minimizes large debt issuances. Create a centralized grant management initiative that will focus on securing City Managers Office FY24-28 additional private,state,and federal funding opportunities,while ensuring proper oversight and compliance. Develop and maintain cost recovery guidelines for programs and services that City Managers Office FY26-28 balance fiscal responsibility and equity. Consider financial incentives and land use policies that aim to grow and diversify the City Managers Office FY26-28 tax base(commercial,industrial,and residential). Consider alternative revenue sources such as a Local Option Sales Tax V Franchise City Managers Office FY26-28 3 ax-_+Feethat can help achieve strategic plan goals,fund infrastructure and facility and City Council needs,and reduce reliance on property tax. 1 Formatted:Tab stops: 0.93",Left+Not at 0.55" 19 • Strategic FISCAL YEARS 2023-2028 Adopted December 2022 VN CITY OF IoWA C[ UNESCO CITY OF LITERATURE �. PLAN OVERVIEW The strategic plan summarizes the vision, strategies and key action steps for the City Council and staff through the five-year planning period. The City's plan 9 _ also advances the goals set forth in the Better Together 2030 Johnson County All in Vision, and regionally in the Envision East Central Iowa comprehensive economic development strategy. The City's pre-existing strategic priorities, developed over several years, served as the foundation of this plan. Drawing upon previous planning work, studies and community conversations, the City Council and City staff leadership engaged in an extensive process to refine the vision and strategies, determine action steps, and establish priorities. Adopted _ March December _ ,22 60 minutes each • April15 Revie September 8 Refinement September 20 _ May 18 November 1 • ' - • • • June 17 • August The strategy map (page 6) serves as the foundation of the plan. It outlines the values, impact areas and resources needed to execute the overall strategy. Within each component of the strategy map, the City has developed an associated vision, strategies, and action steps. 1 The vision outlines the "the why." Each component of the strategy map contains a brief description of what the desired future would look like. Strategies represent "the what," or the THE WHY AIL broad steps the City will take to move towards the future vision. Action steps present the "the how," or specificStrategy actions the City will take to advance the THE WHAT strategies during the five-year period. The vast bulk of the City's resources, both financial and human, go toward Action Steps providing essential services to the THE HOW community such as police and fire protection, street maintenance, water and sewer services, parks and recreation opportunities, and library services (to name a few). The vision and accompanying strategies outlined will provide general direction in the implementation of these core services. The action steps in the strategic plan focus on how the City's discretionary resources can be leveraged to advance the vision through new, expanded, or reinvented services or policies. The action steps highlighted generally: • Require significant human and/or financial resources, • Have high visibility, • Have a significant impact on the community, • Require collaboration between many departments or organizations, and/or • Require significant council or community involvement. The vision and strategies are focused on the long-term and unlikely to change during the plan period. The action steps are weighted to the first few plan years, and often reflect the most pressing needs, which have already been the subject of much discussion. Some strategies do not have a corresponding action step identified in the plan.This does not mean that the strategy is not being or will not be addressed. Many projects are implemented at the department level and will not be detailed in the plan but will be highlighted in subsequent status reports. In addition, the plan is intended to provide strategic focus. Given the City's limited discretionary resources, it is not possible to lift all strategies simultaneously. The completion of the action steps identified in the early years of the plan will allow the City to potentially shift focus to other strategies in later years or subsequent versions of this plan. 2 ENVIRONMENTAL SCAN The Environmental Scan identified elements in the external environment that may impact the City moving forward. These forces, largely outside the City's control, may represent future challenges, opportunities, or both. s f r c External Challenges and Opportunities LEGISLATIVE Recent legislative actions at the state level have reduced current and future projected tax revenues for the City. In addition, there has been a trend of state legislative action preempting decisions normally made at the local level. EXPECTATIONS AND SUPPORT OF GOVERNMENT Record high levels of distrust of state and federal government has impacted trust for local government, as well among some community members. At the same time, community members increasingly expect the 24/7 service experience that operations may not be resourced to provide. RACIAL AND INCOME INEQUALITY Community members can report vastly different community experiences based on race and income. This inequality is likely preventing individuals—as well as the community as whole—from reaching its full potential. WORKFORCE With the region at full employment and baby boomers transitioning out of the workforce, attracting talent is top concern, both for area employers and city operations. Employers are needing to quickly adapt to a job-seekers market with more competitive compensation and benefits, as well as flexible work arrangements. 3 INFLATION Inflation has created significant pressure on the City's budget and may further impact operations and the area economy in unexpected ways. CLIMATE CHANGE The City will need to continue to prepare for the impacts of climate change. This will likely take the form of extended weather patterns, as well as increasingly severe weather events. GROWTH From 2010 to 2020,Johnson County was the second fastest growing county in Iowa. Iowa City contributed s through robust growth of its own. As an increasingly 4 diverse community, residents of different cultures and varied life experiences can help propel future growth and opportunity as they establish roots in the community. ..., : . w FEDERAL FUNDING f. The City received approximately eighteen million dollars in American Rescue Plan Act (ARPA) funds to respond to the COVID-19 emergency and help ' residents and the community become more resilient in the coming years. These resources can also contribute greatly to the action steps in this plan. In e_ r r, addition, several new state and federal grants are available through utilizing ARPA and the - II Infrastructure Investment and Jobs Act (IIJA) funding. UNIVERSITY OF IOWA Iowa City and the University of Iowa are tightly connected. Significant changes at the University of Iowa have a ripple effect throughout the community. 4 E ■ ■ ■ ■ ■ 7 7 s Big a ■■p 10 - City Operations FINANCIAL HEADWINDS Property tax reform, depressed development trends following COVID-19, inflation pressures, and the phase out of the commercial tax backfill means that the City will face significant financial headwinds during upcoming budget cycles. Leaders will need to consider new funding sources for major initiatives given that the growth in property-tax related revenue is expected to remain fairly flat during the planning period. STAFF RECRUITMENT AND CAPACITY The City is experiencing the same recruitment challenges as the private sector and struggling to fill key positions. Flat staffing levels, community growth, and numerous new initiatives have strained the ability of staff to continue to meet service demands. Properly resourcing City operations will help in the effort to recruit and retain top talent and provide for better service to the community. OUTDATED FACILITIES Several City facilities have not grown or been remodeled to meet the service demands of an expanding population and workforce. These facilities can create operational inefficiencies and work against goals to provide safe, reliable, and healthy facilities for employees and the public. 5 STRATEGY MAP The Iowa City Strategy Map organizes and builds upon the seven strategic priorities identified in previous years. The Strategy Map has three distinct components: Values, Impact, and Resources. 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. Impact Areas Impact areas represent our mission and focus as a municipal government. This is where we intend to work collectively to advance our community. Resources Resources are building blocks needed to support our work. City of Iowa City Strategy Map Values that guide How our strategy will impact the community our strategy and desired outcomes Mobility Housing & Safety & Partnerships & neighborhoods Economy well-being engagement Climate action Resources needed execute our _ gy Racial equity, Facilities, People social justice, & equipment, & human rights technology Financial 6 VALUES Racial Equity, Social Justice & Human Rights FUTURE VISION Iowa City welcomes and celebrates cultural diversity throughout the community, and accurate cultural historical perspectives are acknowledged and commemorated. Each community member �. understands how systemic inequities have disadvantaged and marginalized some populations and are equipped with the skills to disrupt bias. Growth and - healing occur as the City proactively addresses racial inequalities and social injustices. The City has removed —" and addressed systemic barriers present in all facets of city government including policies, land use decisions, programs, services, and employment. Partnerships with businesses, schools, and non-profit organizations facilitate equitable access to opportunity across all sectors. City employees, boards and commission members, and other advisory and decision-making entities reflect the diversity of the Iowa City community. The presence of equity, inclusion, and belonging is identifiable in all City operations and activities. Climate Action FUTURE VISION Cities across the Midwest and nationally emulate Iowa City's long-term innovative strategies which achieve net- - zero greenhouse gas emissions across all sectors and 1 ` prepare all populations for the effects of climate change \� and the urban heat island effect. A bio-diverse environment flourishes and each generation can look forward to improved water, air, and soil quality. Every resident in Iowa City understands the cost of climate change and knows which community resources can help them mitigate and adapt to these impacts. Residents of all socioeconomic statuses actively take climate action, including using sustainable transportation, shopping local, and reducing and conserving energy. As a result, their health, safety, economic wellbeing, and relationship with their neighbors are improved. 7 Partnerships and Engagement FUTURE VISION Community members believe engagement and participation in local government decision-making is worthwhile and sincere. Respectful dialogue and . ` transparent processes dominate public decision- making. Creative and accessible communication and _ engagement methods ensure every resident is routinely : reached by the City and encourage intergenerational participation. Neighborhoods are revitalized as a source of grassroots community-building, empowerment, and prosperity for all households. There is a high degree of trust and free-flowing communication between stakeholders within the community. As a result, public-private partnerships are plentiful and a natural component of every solution, and resources are deployed judiciously towards efforts that benefit all. 8 I M PACT AREAS Neighborhoods & Housing FUTURE VISION Iowa City is a collection of authentic, vibrant " ! neighborhoods and districts. By way of internal and external streets and trails, each community member 4p ° has safe, easy access to everyday facilities and services within a 15-minute walk or bike ride. Neighborhoods are compact and socially diverse, , with a variety of housing choices and at least one place serving as its center. Permanent affordable housing choices are dispersed throughout the community. New higher density development blends with existing buildings and shapes a comfortable, human-scale pedestrian environment. Public spaces are inviting and active with people recreating and socializing in parks, natural areas, and tree-lined streetscapes, all enhanced with public art and placemaking initiatives. STRATEGIES To advance the Vision the City will pursue the following strategies: • Update City Comprehensive Plan and Zoning Code to encourage compact neighborhoods with diverse housing types and land uses. • Partner in projects that serve as models for desired future development. • Create inviting and active outdoor spaces with unique and engaging recreation offerings. • Address the unique needs of vulnerable populations and low-to-moderate income neighborhoods. 9 ACTION PLAN 91 Action . . ate Explore legal steps to discourage or prevent bad faith and predatory property City Attorney FY23-24 investors. Act on building regulation recommendations outlined in the Accelerating Iowa Climate Action& FY23-25 City's Climate Actions Report;including TIF energy efficiency incentives,energy Outreach and standards for height and density bonuses,and a climate action building permit Neighborhood& rebate program. Development Services Revamp the neighborhood PIN grant program and evaluate discretionary funding Communications FY23-25 for district/neighborhood grassroots projects. Advance prioritized recommendations in the 2022 Affordable Housing Action Plan. Neighborhood& FY23-28 Work with partners to undertake significant-scale affordable housing efforts. Development Services Seek out and approve residential TIF applications for infrastructure when the City Manager's FY24-25 project provides community benefit such as permanent affordable housing, Office expansive public open space,or advancement toward stated climate action goals. Consider a standard application of residential TIF for all new annexations to meet permanent affordable housing goals. Initiate a Comprehensive Plan update and subsequent Zoning Code review to more Neighborhood& FY24-28 broadly incorporate form-based principles with emphasis on growth areas first and Development infill areas next,expanded missing middle housing allowances,minimum density Services requirements,and streamlined approval processes Explore pilot housing projects utilizing tiny homes,3D printed homes, Neighborhood& FY24-28 prefabricated or manufactured homes,net-zero homes,or other innovative Development options. Services Bolster financial support for homeless services and evaluate shifting towards City Manager's FY25-28 shelter as service model. Office Expand the South District Homeownership Program to other targeted Neighborhood& FY26-28 neighborhoods and consider allowing relocation assistance to expedite Development completion. Services Provide all residents with public open space within a 15-minute walk or bike ride by Parks and FY26-28 strategically executing agreements with local schools or other partners. Recreation 10 Mobility FUTURE VISION Community members of all socioeconomic statuses ``1 easily, safely, and comfortably travel using multiple JVSIT "1° 79 , 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 �y � neighboring communities. Highly traveled corridors have separated 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. STRATEGIES To advance the Vision the City will pursue the following strategies: • Expand the access and convenience of environmentally friendly and regionally connected public transit. • Design and maintain complete streets that are comfortable and safe for all users. • Grow and prioritize bike and pedestrian accommodations. 11 ACTION PLAN ChampionAction Date Fully evaluate the feasibility and funding sources needed for a zero-fare transit Transportation FY23-24 system. Services and Finance Develop a vision statement for a singular regional transit system with metro Johnson City Council FY23-25 County entities and obtain initial commitments to study a regional system from each entity's elected officials. Install additional permanent charging stations for vehicles,bicycles,and electronic Climate Action FY23-28 devices. &Outreach Identify additional opportunities for road diets,sidewalk infill,curb cut Public Works FY23-28 enhancement,and bike lane installation with a goal of at least two such projects each construction season. Explore opportunities to utilize the CRANDIC right-of-way for passenger rail,bus City Council FY23-28 rapid transit,or pedestrian usage. Evaluate with the State of Iowa reverting Dodge and Governor to 2-way streets Public Works FY23-28 Secure federal funding for a relocated transit building that can accommodate future Transportation FY24-28 growth in service and electrification of the fleet. and City Manager's Office Consider adding or retrofitting bike pathways that are separated from streets or Public Works FY24-28 protected utilizing flexible bollards. Expand the fleet of electric buses or other low/no emission-technology vehicles each Climate Action FY25-28 time a diesel bus is due for replacement and seek grants that can expedite the &Outreach conversion. Consider an on-demand or subsidized voucher system for times and locations in Transportation FY25-28 which no fixed route service is available. Services Expand snow clearing operations at sidewalk corners in high priority pedestrian Public Works FY25-28 areas,bus stops,and bike lanes. and Parks& Recreation Initiate and promote vehicle and bike-share/scooter programs. Transportation FY26-28 Services Evaluate with the State of Iowa the possibility of a Burlington Street Road Diet Public Works FY26-28 utilizing flex zones in non-peak hours. 12 Economy FUTURE VISION 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. Technologies developed through the University of = .°- Iowa are transferred to the local business sector, `` ► 4 creating business diversity and new value within the Y ,< 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 wishes to participate in the local economy can do so. Community members support each other by spending their money locally. STRATEGIES To advance the Vision the City will pursue the following strategies: • Reinforce Iowa City as a premier community to locate and grow a business. • Ensure appropriate infrastructure is in place for future business growth and development. • Cultivate a strong entrepreneurial and small businesses ecosystem with a focus on creating new pathways to success for systemically marginalized populations. • Build Iowa City's image as the Greatest Small City for the Arts. • Strengthen the Iowa River's role as a signature community amenity and tourism generator. 13 ACTION PLAN ChampionAction Date Enhance access to affordable childcare for all populations through innovative City Manager's FY23-25 partnerships with higher education,non-profits,and the business community. Office and Neighborhood& Development Services Utilizing American Rescue Act Funds,execute on agreeable recommendations in City Manager's FY23-25 the Inclusive Economic Development Plan with a particular focus on actions that Office and build long-term support and wealth-building opportunities for systemically Economic marginalized populations. Development Partner with Kirkwood Community College,Iowa City Community School District, Economic FY23-28 Iowa Labor Center,local trades,and other stakeholders to provide meaningful Development and career development opportunities,pre-apprenticeship,and apprentice Neighborhood& programs. Development Services Increase small business technical assistance to aid in the creation,success,and Economic FY24-28 growth of home-grown businesses. Development Economic FY25-28 Create flexible incentives to support the top goals of Iowa City's Self-Supporting Development and Municipal Improvement Districts and other commercial nodes,including City Manager's attaining a desired business mix that serves the surrounding neighborhood. Office Develop targeted marketing to promote Iowa City as a unique and attractive City Manager's FY26-28 place to do business. Office Develop a riverfront master plan in cooperation with the University of Iowa, City Manager's FY26-28 Think Iowa City,and other stakeholders. Office 14 Safety & Well-being FUTURE VISION 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 nuanced depending 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 regeneration are equitably located throughout the community and are lively with activity and use. New and long-time g, community members alike, especially marginalized �j groups, easily build networks and establish roots r ,. within our community. Community members have safe, healthy indoor spaces and are well-prepared ` s� for climate-related changes. �- - STRATEGIES To advance the Vision the City will pursue the following strategies: • Implement and expand innovative public safety models and facilities to improve outcomes and relationships within the community. • Partner with non-profits to address the most emergent and foundational community safety and well-being needs. • Build community by fostering social connections and developing safe, accessible public spaces for gathering. 15 ACTION PLAN ChampionAction Date Work collaboratively with Johnson County and other stakeholders to launch a City Council and Police FY23-24 community violence intervention effort in close cooperation with local law Department enforcement. Leveraging American Rescue Plan Act funds,build capacity in local non-profits Neighborhood& FY23-26 that will help ensure they are able to meet future community demands. Development Services Build on the relationship with the University of Iowa College of Nursing to Neighborhood& FY23-26 increase participation in the Healthy Homes program. Development Services Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a Police Department FY23-28 goal of 24-hour coverage by the end of FY28. Actively promote 988 throughout the year and ensure that CommUnity Mobile City Manager's Office and FY23-28 Crisis has resources to meet community demands. Communications Continue critical exterior renovations to the Senior Center and continue Senior Center FY23-28 progress on Senior Center Facility Master Plan recommendations. Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. Police Department FY24-26 Consider and,where feasible,implement alternatives to routine non-emergent Police Department FY24-26 traffic stops. Expand neighborhood-based programs such as mobile community Parks&Recreation FY26-28 social/recreation resources(fun patrol),nests or micro-hubs for kids/teens. 16 RESOURCES Facilities, Equipment and Technology FUTURE VISION Municipal facilities are modernized and designed for operational efficiency, capacity for growth, -- ' employee safety and health, resilience, alignment with Climate Action goals, and civic pride. Funding of ►��- equipment and facility replacement funds and partnerships with other entities result in joint f: facilities, technology, and equipment that improve access and services. City staff are encouraged to be entrepreneurial in their approach and actively seek to innovative and streamline processes while improving service levels to the community. � 1131359 ` STRATEGIES To advance the Vision the City will pursue the - following strategies: • Invest in the next generation of public facilities and equipment to create immediate operational efficiencies, boost workplace safety, health, and morale, and improve cross-department collaboration. • Promote high-performance governance leveraging technology, partnerships, and innovation. 17 ACTION PLAN ChampionAction Date Outline a municipal-wide facilities plan and initiate relevant action steps to keep City Manager's Office FY23-24 projects moving forward. Complete a City Hall and Public Safety Headquarters space needs study and City Manager's Office FY23-24 develop a plan for next steps toward implementation. Implement the asset management system and expand use for facility Public Works FY23-25 maintenance and management. Develop and implement an electric vehicle transition plan. Public Works and Climate FY23-25 Action&Outreach Pursue grant opportunities,bolster the Facility Reserve Fund,and explore City Manager's FY23-28 public/private partnerships to facilitate completion of key facility projects. Office and Finance Design replacement and renovated facilities to ensure alignment with Climate City Manager's Office FY24-28 Action goals and create safer and healthier working environments for public employees. Improve public transparency through a coordinated and centralized open data City Manager's Office FY26-28 platform. Consider resourcing a Smart City initiative that prioritizes data-driven decision- City Manager's Office FY26-28 making through technology adaptation and data analysis. 18 People FUTURE VISION :—The Cityis an employer of choice in the region and g� viewed as a rewarding, long-term career choice. ' Valuable benefits, flexible schedules, energizing workspaces, remote and hybrid work arrangements, and professional development and advancement r opportunities improve productivity, service to the public, and morale. Employees enter an inclusive, r fun, and engaging environment each workday. City staff, board and commission members, and volunteers are demographically representative of the City population at-large and every employee is continuously building cultural awareness. Leadership -•> and elected officials ensure sufficient staff levels to N' maintain baseline services, weather vacancies or y emergencies, protect against employee burnout, and r add capacity to act on special assignments and strategic, long-term initiatives. ML STRATEGIES To advance the Vision the City will pursue the following strategies: • Establish the City of Iowa City as an employer of choice in the region with a pay plan, benefits package, and flexible work options that attract and retain high-quality and motivated public service employees. • Carry out a multi-dimensional staff engagement initiative to ensure every City employee feels welcome, informed, involved, and engaged at work. • Build a diverse talent pipeline. 19 ACTION PLAN ChampionAction Date Complete and execute upon the results of an organization-wide classification and Human Resources FY23-25 compensation study.As part of study,review all job requirements to ensure applicability and eliminate unnecessary barriers to employment,including testing,residency requirements,education,and certification or license requirements. Monitor implementation of new telecommuting and flexible work schedule policies to City Manager FY23-25 ensure public service standards are fully met and desired employee work arrangement flexibility is pursued where possible. Balance investment in new annual initiatives with staffing levels to ensure core municipal City Manager's FY23-28 service levels are maintained and reduce instances of burnout. Office and City Council Elevate new and existing intra-organizational communication strategies to bolster City Manager's FY23-25 information sharing and improve productivity and connectiveness across the Office organization. Create more opportunities to promote inter-departmental relationships,collaboration, City Manager's FY23-25 and problem-solving. Office Upskill City staff in implicit bias,cultural awareness,and inclusion. Equity&Human FY23-28 Rights Develop recruitment network with local minority institutions. City Manager's FY23-28 Office Take steps to promote more diverse representation on Boards,Commissions,and City Council FY23-28 Committees. Ensure every single employee knows the City's strategic vision and can connect their role City Manager's FY23-28 accordingly. Office Strengthen volunteer engagement,management,and appreciation efforts. City Council and City FY23-28 Manager's Office Implement increasingly relevant organization-wide training opportunities such as conflict City Manager's FY24-28 resolution and de-escalation training. Office Conduct comprehensive benefits review and implement changes based upon best City Manager's FY25-28 practices and modern expectations,exploring benefits such as paid volunteer time, Office wellness offerings,and flexible stipends for challenges such as childcare,transportation, higher education and more. Launch targeted apprenticeship program(s)in partnership with local education and City Manager's FY26-28 workforce institutions. Office 20 Financial FUTURE VISION City residents believe property taxes and utility fees are fair and commensurate to service y� levels, and do not experience erratic changes in rates and fees. The City maintains sufficient financial resources to proactively maintain and - -- replace assets, carry out strategic plan initiatives, and be insulated from unanticipated financial stressors. Partnerships, grant funding, 3 and other creative financing mechanisms are routinely part of program and project financing structure. The City maintains a AAA bond rating, resulting in lower borrowing costs for residents and businesses. STRATEGIES To advance the Vision the City will pursue the following strategies: • Grow the tax base, consider alternative revenue sources, and leverage outside funding to maintain core services and pursue community priorities while maintaining equitable property tax rates. • Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds and prudent debt management. 21 ACTION PLAN ChampionAction Date Ensure Enterprise Funds are well supported through incremental rate and fee Finance FY23-28 increases and do not become reliant on large rate spikes,property taxes,or unplanned debt issuance. Coordinate with Iowa League of Cities,Metro Coalition,and the City's contracted City Manager's Office FY23-28 state lobbyist to oppose unfunded state mandates and detrimental tax reforms. Maintain the City's AAA bond rating. Finance FY23-28 Increase the Emergency Fund balance by an annual target of 5%. Finance FY23-28 Significantly bolster the Facility Reserve Fund and develop an implementation plan Finance FY23-28 for use of funds that minimizes large debt issuances. Create a centralized grant management initiative that will focus on securing City Manager's Office FY24-28 additional private,state,and federal funding opportunities,while ensuring proper oversight and compliance. Develop and maintain cost recovery guidelines for programs and services that City Manager's Office FY26-28 balance fiscal responsibility and equity. Consider financial incentives and land use policies that aim to grow and diversify the City Manager's Office FY26-28 tax base(commercial,industrial,and residential). Consider alternative revenue sources such as a Local Option Sales Tax that can help City Manager's Office FY26-28 achieve strategic plan goals,fund infrastructure and facility needs,and reduce and City Council reliance on property tax. 22 rn N x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x N a, U O L ^ L co t U -00 ON a! 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Significant Actions Not Included in the Plan To the extent possible, the time, energy, and resources of staff and council will be focused on items in this plan. However, some situations may warrant a significant shift of focus. It is recommended that actions related to unanticipated events that require the diversion of financial or staff resources be included in the reporting process even if not outlined in the original plan. CONSULTANT NOTES Decision-Making Framework New ideas and needs will surface that were not considered as part of this planning process. The Council may want to consider a decision-making framework when such items arise. The framework would enable City Council to methodically determine the degree to which a proposed action should divert financial and staff resources from the action steps outlined in this plan. Community-Wide Metrics/Dashboard Many of the strategies and actions outlined this plan are intended to have an impact beyond traditional core city services. The City will lead or participate in multi-sector coalitions to address systemic problems such as childcare, climate change, housing, and racism. As such, it may be beneficial 27 to continue this more comprehensive approach with the development of city-wide metrics or dashboard to assess progress towards the vision and overall community health. Update Mid Plan While the vision and strategies outlined should remain consistent for the duration of the plan, the consultant team suggests an update of the action steps after the first few years. As is the case with any five-year plan, actions are skewed towards the most pressing needs. A more intensive facilitated mid- plan review would give all parties an opportunity to assess plan progress and fully build out the action steps in later years. ACKNOWLEDGMENTS City Council • Bruce Teague, At-Large, Mayor 1k.rll • Megan Alter,At-Large, Mayor Pro Tern • Laura Bergus, At-Large CITY OF IOWA CITY • Janice Weiner, At-Large UNESCO CITY OF LITERATURE • Pauline Taylor, District A • Shawn Harmsen, District B • John Thomas, District C Consultant Team ECICOG • Karen Kurt, Executive Director E C I C • Adam Bentley, Economic Development Specialist EAST CENTRAL IOWA • Harrison Freund, AICP, Planning Fellow COUNCIL OF GOVERNMENTS • Jessica Johnson, Community Development Specialist • Tracey Achenbach, Housing Director 28 n LL iz w+�., A- �y' ..r: n�• d L.R:b log IA .,fir,`„ �� 1 R� p,',,��� �•,' *. i ,.'i�" dam; FY23- FY28 Iowa C '16ty Strategic Plan Progress ReportSEPTEMBER 2024 Lv ' t yf;b; €TY ret eIF ;• mr WX kL J' CITY OF IOWA CITY OUNESC CITY OF CONTENTS FY23-FY28 Iowa City Strategic Plan Progress Report September 2024 Value: Climate Action 4 ............................................................................................................... Value: Racial Equity, Social Justice, and Human Rights 6 .......... ................................................................ ............................ Value: Partnerships and Engagement 8 Impact Area: Housing and Neighborhoods 10 .............. .................................................................................. Impact Area: Mobility 15 ............................................................................................................... Impact Area: Economy 20 ..... ..................................................................................................... Impact Area: Safety and Well-Being 26 ............................................................................................................... Resources: Facilities, Equipment, and Technology 31 ............................................................................................................... Resources: People 33 ............................................................................................................... Resources: Financial 35 ............................................................................................................... Cover image:'North Market Square Park Mural"(2023)by Thomas Agran,painted byAgron and Drew Etienne. Commissioned by the Northside Neighborhood Association with funding by Iowa City's Public Art Matching Grant Program. Strategic Plan Progress Report September 2024 ICGOV.ORG/STRATEG ICPLAN The Strategic Plan for FY2023-2028 r (CY2022-2028) was approved by City Council on 1 0 ' ■• December 6, 2022.The plan outlines the City's �� - • vision,values, and strategies, in addition to the Values primary areas of focus of City policy, projects, RACIAL EQUITY, "`r,,• programs,and initiatives over a six year all SOCIAL JUSTICE, period.This Strategic Plan builds on the City's AND HUMAN RIGHTS previous plans to foster a more inclusive,just CLIMATE ACTIN and sustainable Iowa City by prioritizing the r physical, mental and economic well-being of PARTNERSHIPS ANCI all residents. ENGAGEMENT The Plan identifies the Values through which all City operations will be carried out, Impact Areas which identify the strategic focus Impact areas of the City and specific action items, and Resources needed in order to effectively implement all strategic initiatives. Values: Impact Areas: Resources: • Climate Action • Housing • Facilities,Technology, • Racial Equity, Social and Neighborhoods and Equipment Justice, and Human Rights • Mobility • People • Partnerships • Economy • Financial and Engagement • Safety and Well-Being The following annual report provides a progress update on implementation of the City's Strategic Plan. Please note this progress report has abbreviated some of the action items solely for the purpose of concise presentation and formatting.City staff continue to rely on the full language in the adopted plan to guide implementation and action, which is available at icqov.org/strategicplan. • • •G/STRATEGICIPLAN Strategic Plan Progress Report September 2024 Value: CLIMATE ACTION The future vision for climate action in Iowa City is one in which the City achieves net-zero emission reductions, boasts clean and protected water, air, and soil for generations to come, is prepared to mitigate or adapt to climate threats, and all residents take action. A few examples of how climate action has been a core value of the City include: Fun in the Sun Last year,the City was recognized with a Gold Level designation from the national �' - SolSmart program for encouraging the growth of clean,affordable solar energy at the local level. It is one of only five communities in the state to have earned a Gold S O LS M A RT Level designation. Recent solar projects exemplify these efforts.The Iowa City G D L D Municipal Airport was awarded a nearly $443,000 grant to build solar panels at the airport which is expected to cut electrical costs by around 50%. In addition, a rooftop solar array was built on the new LEED Gold Public Works building which produced over 1 megawatt of energy in the first month alone.This project will produce enough energy to meet the building's needs in normal operating conditions. Encouraging Building Efficiency The City rolled out its Energy Efficiency in Residential Construction Incentive pilot program to reward builders who construct energy efficient homes.If a new home achieves a Home Energy Rating System (HERS) rating approximately equivalent to being 20% more efficient than the state energy code,the City will award a $1,800 grant.The HERS Index is a nationally recognized certification process for inspecting and calculating a home's energy performance. The program was developed in collaboration with the Home Builders Association and Iowa City Area Association of Realtors. Strengthening Neighborhood Resilience - Iowa City's Climate Action Plan recognizes the need to - enhance community resilience by adapting to the changing - climate.To further this goal,the City developed the Resilience - Hub program to improve the capacity of community-based organizations to continue providing key services before,during, and after extreme weather events. Resilience Hubs serve as - conduits of information and resources for residents and as a i means of elevating the voices and needs of vulnerable community members in emergency preparedness planning. Pilot Resilience Hubs include Neighborhood Centers of Johnson County and the Iowa City Bike Library. Green Infrastructure Iowa City is expanding its existing compost facility while reducing food waste, wood waste, and greenhouse gas emissions with the support of a $4 million grant from the U.S. Environmental Protection Agency (EPA).Thanks to the Solid Waste Infrastructure for Recycling Grant awarded in November 2023,the City will build on current programs by increasing its composting and wood waste operations by 40%and its processing capacity from 15,000 to 20,000 tons per year. In addition to diverting waste from the landfill,the improvements will also enhance access to composting services for residents. Climate Action . . .in All We Do All City staff take ownership of the City's Climate Action Plan. Updates for many action items advance climate action, including building code incentives, bike and pedestrian projects,transition to electric vehicles, renewable energy installations, and reinvestment in the Iowa River. While many action items relate to sustoinobility,look for the"leaf"symbol throughout this report which identifies when climate action is a driving force of the strategic initiative. • • •G/STRATEG 1CPLAN Strategic Plan Progress Report September 2024 u him Nr �\CnY_1N1^l_ryr, P'� pT�.rni{ r r Value: RACIAL EQUITY, SOCIAL JUSTICE, AND HUMAN RIGHTS Success in this value area will look like an Iowa City where all cultures are welcomed and celebrated throughout the community, systemic inequities are proactively addressed, and decisionmakers are representative of the community and equipped to combat bias.This value is demonstrated in many different ways: A+ Inclusion The City of Iowa City received its 10th consecutive perfect score on the national Human Rights Campaign's Municipal Equality Index 2023.This marks a decade of enhanced efforts ' .- beginning in 2012 to create a welcoming and supportive City for all members of the LGBTQ+community. Sponsorships and Events Community diversity is celebrated,and cultural perspectives are commemorated through various City sponsorships,events, -_ and programs.A few examples include: Indigenous People's —DayDay Celebration,Juneteenth, Latino Fest, National Welcome Week,free Pride yard signs,ADA Birthday Party,drag and bilingual story time, National Night Out,and much more! { • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 Truth and Reconciliation Following several months of work including fact-finding community briefings and truth-telling events with healing circles,the Truth & Reconciliation Commission facilitation team produced a final report.The document highlights barriers and successes of the commission and provides a number of recommendations. Inclusive Economic Development The City awarded $4 million in ARPA funding in April 2024 9 ,,, to support inclusive economic development initiatives throughout Iowa City, including the development of a regional hub for underrepresented businesses and •� entrepreneurs at the Dream Center.The City also utilized its Opportunity Fund to target additional economic - development opportunities in the community. In FY24, funds were invested in several notable inclusive economic development efforts, including support for the Multicultural Development Center's business incubator and sponsorship funding for the first Empowerment Symposium conference to be held in Iowa City which is geared towards professionals of color. Racial Justice, Social Equity & Human Rights. . .in All We Do It is an expectation that equity is at the core of all government programs and operations. Updates for many action items identified in each of the four impact areas demonstrate these principles in action, such as affordable housing efforts,fare-free transit, prioritizing community well-being,and support of social service non-profits. Although almost oll items address equity and inclusion, the"heart"symbol thoughout this report designates when these principles ore particularly apparent and prioritized. • • •G/STRATEG 1CPLAN Strategic Plan Progress Report September 2024 Al Value: IOW PARTNERSHIPS AND ENGAGEMENT The Strategic Plan envisions an Iowa City where community members are trustful of and engaged in community processes, partnerships are always part of the solution, and communication between the government and community is two-way and free flowing.Some ways this value has played out recently include: Downtown Ambassadors The City and Downtown District are working together to enhance downtown service levels through the Downtown Iowa City Ambassadors program.The initiative is managed by Block by Block,an industry expert in urban maintenance and cleanliness,and has incorporated expanded cleaning and hospitality services for downtown.This significant investment underscores a commitment to ensure a vibrant,welcoming urban core. Expanding Neighborhood Outreach Participation in the City's Program for Improving Neighborhoods (PIN) grant has continued to grow this past year,culminating in a significant - increase in applications from neighborhood associations.This success is a direct result of proactive outreach, including ongoing check-insi 1- y�, and strategic planning with new neighborhood leaders that prioritize , underrepresented communities. As a result,the City will support a range of projects throughout the community that cater to the unique needs of our neighborhoods, including community engagement events, cultural celebrations, and safety and well-being initiatives.This success provides an exciting foundation for the future. • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 Student-Built Affordable Housing - } The City's plans at 724 Ronalds Street have finally come to fruition!After =w. condemning a vacant nuisance property in 2016,the City partnered with The Housing Fellowship to build a two-bedroom,energy efficient home in a historic neighborhood with limited affordable housing options. The construction project, completed in spring 2024, was only possible with the assistance of students training to become the next generation of skilled homebuilders, in addition to the leadership of the Iowa City rt Community School District's Student Built House Program and the Iowa City Home Builders Association Vocational Training Council. ` A second home on the same site is anticipated to start construction in 2025. Partnerships and Engagement in . . .All We Do Partnerships and engagement are considered a key component in all City services, programs, and initiatives. Updates for many action items identified in each of the four impact areas incorporate partnerships and engagement, such as the revamped PIN Grant, Bus Rapid Transit Study, Inclusive Economic Development Plan, and Mental Health Liaison initiative. Although almost all items depend upon partnerships or engagement in way or another, look for the"handshake"symbol throughout this report designating when they play a direct or significant role in our progress. • • •G/STRATEG 1CPLAN Strategic Plan Progress Report September 2024 m act Area: p 1 HOUSING AND NEIGHBORHOODS VALUES ACTION ITEM STATUS IN ACTION 1.1 Explore legal steps to prevent bad faith investors O The City Attorney's Office has been taking part in the Manufactured Housing Task Force and engaging key stakeholders to identify what protections can be offered within the legal � ok constraints of the state.The City will continue to explore options that can help protect residents. ���� 1.2 Act on building recommendations in climate action plans The City continued its substantial progress on several items in FY2024,including: • In partnership with the Home Builder's Association (HBA),the City kicked off its energy efficiency incentive"HERS grant"which was highlighted in the 2024 Parade of Homes publication;the best scoring home was recognized at the annual HBA awards breakfast. • Climate Action and the Housing Authority worked together on the new Whole Home Electrification/Housing Choice Voucher program which enrolled two landlords and A�, six properties in its first year. ''•� • The Housing Fellowship's Student Build project achieved LEED Gold certification utilizing grant support from the Climate Action division. • In collaboration with Johnson County,the home energy audit program expanded to adjacent communities and a Neighborhood Energy Mini-Blitz was launched in a rural manufactured home park. 1.3 Revamp PIN Grant Program and add discretionary funding for neighborhoods O The City continued implementing its revamped PIN Grant program this year. Newer elements A ^, include designating staff as project sponsors,aligning projects with Council's Strategic Plan, ••,, expanding eligibility, using a transparent process,and requiring neighborhood involvement. 0 Climate Action Not started Substantial progress or completed O Racial Equity,Social Justice,Human Rights Preliminary planning or discussion Underway Partnerships&Engagement • • 'G/STRATEGICPLAN Strategic Plan Progress Report -• - •- 110 VALUES ACTION ITEM STATUS IN ACTION 1.3 Revamp PIN Grant Program and add discretionary funding for neighborhoods continued O Neighborhood Outreach staff also proactively encouraged new neighborhood leaders to foster a renewed enthusiasm while prioritizing support for underrepresented communities. �,,�� As a result,the PIN Grant program saw an increase in participation over the past year to an impressive ten neighborhood associations.Overall,these changes have achieved remarkable F' success and staff is excited to continue building on it. 1.4 Act on priority recommendations in the Affordable Housing Action Plan The City made substantial progress on priority recommendations,including: • Applications for City-allocated federal funding have revised criteria and now prioritize nonprofit housing developers. • Funds provided to the Housing Trust Fund for Low Income Housing Tax Credit (LIHTC) projects can be provided to general affordable housing projects if no LIHTC applications are received. • The City adopted zoning code amendments designed to expand housing choice, increase housing supply,and encourage affordability. • The City partnered with the Domestic Violence Intervention Program (DVIP)to secure O a State HOME-ARP grant for 6 townhome units of permanent supportive housing for households leaving the domestic violence shelter.The townhomes will be built on property previously purchased through the City's Affordable Housing Fund. • A purchase agreement was entered for 3 townhomes to be owned and operated as permanent affordable units by the Housing Authority.The townhomes are located in a neighborhood with limited affordable housing options. • The City was awarded $3.75 million in PRO Housing grant funds by HUD to pursue planning,rezoning,and affordable housing development projects that address barriers to housing supply and affordability. 1.5 Implement residential TIF and consider standard for annexations Progress has not started yet,but the City will consider residential TIF within future growth A�� areas as they indicate an interest in development and/or annexation. -n- ICG • •RG/STRATEGICPLAN Strategic Plan Progress Report September2024 VALUES ACTION ITEM STATUS IN ACTION i continued 1.6 Re-write Comprehensive Plan and subsequent zoning code updates Funding for the plan update is budgeted,and the recent award of the PRO Housing grant will help supplement the budget to facilitate a broad and inclusive outreach process.Staff recently issued a Request for Proposals and anticipate selecting a consultant and beginning work in FY25. 1.7 Pilot innovative housing projects such as tiny, 3D, net-zero, or prefab homes • The former City-owned property at 724 Ronalds Street has a new affordable 2-bedroom house as of May 2024 thanks to partnerships with the Housing Fellowship, Home Builders Association Vocational Training Council,and Iowa City Community School District.A second home on the same site is also expected to start O construction in 2025. • The City updated its standards for Accessory Dwelling Units to remove barriers and facilitate additional dwelling units throughout the community. 1.8 Increase funding for and evaluate shift towards shelter as a service In October 2023,the City awarded $100,000 to Shelter House to provide additional temporary overnight shelter during the winter months which helps supplement the winter A ^� overflow capacity provided at the permanent emergency shelter.The City also continued building capacity to assist unhoused populations this past year by financially supporting improvements to the emergency shelter,construction of a new shelter for victims of domestic O violence,supportive services for permanent supportive housing,legal services for housing stability and eviction prevention programs,and street outreach efforts. 1.9 Expand South District Homeownership Program To date,the City purchased 11 duplexes (22 dwelling units).6 units were sold to income- A ^� eligible homebuyers,one duplex was demolished to expand neighborhood parkland,and another 2 units were recently vacated so rehabilitation will begin soon.The remaining O duplexes continue to be leased to previous tenants at affordable rents until they choose to move to alternative housing. -n- ICG • •RG/STRATEGICPLAN Strategic Plan Progress Report September2024 VALUES ACTION ITEM STATUS IN ACTION i continued 1.10 Ensure all residents have park or public space within a 15-minute walk The City began discussions with the University of Iowa and Better Together 2030 to explore development of a"15-minute city"data map,and staff participated in a two-part workshop on 15-minute cities.The form-based code updates to the South and Southwest District plans also strive to distribute open space throughout residential neighborhoods. In addition,the City is in the process of planning and expanding new parks in the near future. A new park on Shannon Drive is expected to start construction in 2025,a park on the Carson Farm property west of Highway 218 is currently being designed,and parks at Stone Bridge Estates and the Palisades are included in the Capital Improvements Plan.The City also expects to accept property to expand Hickory Hill Park by the end of the year. -n- ICG • •RG/STRATEGICPLAN Strategic Plan Progress Report September • Housing and Neighborhoods: Progress Towards our Future Vision PRO HOUSING GRANT f In June 2024,the U.S. Department of Housing and Urban Development awarded 3.75 million for Iowa City's Pathways p $ Y - to Removing Obstacles to Housing (PRO Housing) grant ► application.The City is one of 21 communities receiving this competitive grant which will accelerate efforts to reduce l regulatory barriers to housing construction,to provide housing counseling services,and to develop new affordable housing for low and moderate-income households.The grant funds build on the successes of previous efforts undertaken in support of housing affordability,such as the update of the City's Affordable Housing Action Plan and recent zoning code amendments to expand housing supply. PUBLIC ART The rotating Sculptors Showcase is one way the City ; creates inviting and unique outdoor spaces that draw people together and make Iowa City a great place to be. In June 2024, a new round of sculptures r were installed. In addition, FY2024 Public Art annual programming included over $15,000 in public art } g matching grant awards. REPOSITIONING PUBLIC HOUSING The City workerd with a fellow from the Bloomberg �il�; .k •� Harvard City Leadership Initiative to evaluate the t I City's Public Housing program.While the current public housing program has run deficits in previous years due to inadequate federal funding,the City may be able to convert its program to a Housing Choice Voucher platform which will create more sustainable funding streams while potentially doubling the number of households the City can assist.These efforts will place the City in a stronger position to undertake significant affordable housing efforts in the coming years while continuing to provide critical support to current and future low income tenants. . ' . -n- PAGE 14 ICG • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 pact Area: MOBILITY VALUES ACTION ITEM STATUS IN ACTION 2.1 Zero-fare Transit System The first year of the two-year Fare Free transit pilot project has been a major success. Passenger trips increased by an average of 44%per month from August 2023 when the service began.Currently funded by federal pandemic relief dollars,the pilot is set to expire O at the end of FY2025. Recent parking rate increases will fund a portion of Fare Free service in the future,but there is still a need to identify additional moneys if this public service is to be ION sustained. Discussions will continue as part of the budget process for FY2026. 2.2. Obtain initial commitments from local entities to study regional transit system While the City has not obtained commitments regarding regional bus service,the City is exploring the use of the Cedar Rapids and Iowa City(CRANDIC) rail line for regional passenger service,including Bus Rapid Transit and battery powered passenger train service options.The City will continue to explore opportunities for collaboration on a broader regional network. • 2.3 Install additional vehicle, bike,and device charging stations The City added level 2 charging stations at the Chauncey Swan and Dubuque Street parking ramps for public charging.The City tracks utilization monthly and will consider pursuing additional charging stations based on demand. Climate Action also secured federal Energy Efficiency Community Block Grant funding to install a charging station and purchase an e-bike and Ford Lightning for the Police Department. 2.4 Complete at least two bike/pedestrian enhancement projects per year The City completes several bike and pedestrian enhancement projects each year,both as standalone projects and in conjunction with roadway capital improvements. I� Climate Action Not started Substantial progress or completed O Racial Equity,Social Justice,Human Rights LN Preliminary planning or discussion Underway lqp*Partnerships&Engagement • • 'G/STRATEGICPLAN Strategic Plan Progress . . -• •- 2024 VALUES ACTION ITEM STATUS IN ACTION 2.4 Complete at least two bike/pedestrian enhancement projects per year continued During the 2023 construction season,the City made pedestrian improvements along American Legion Road, Benton Street, Fairchild Street, N. First Avenue, Rochester Street, Highway 6Trail,Scott Boulevard Trail,and Willow CreekTrail. In the 2024 construction season,the City is working on Camp Cardinal Road, Dubuque Street, the Gilbert Street bridge, High Street SW,the Kirkwood Avenue rail crossing, Lombard Street, Rochester Avenue,and the Muscatine Avenue pedestrian crossing. In addition,the City will complete bike lanes along: • S.Gilbert Street from Stevens Drive to McCollister Boulevard • Sunset Street from Ashley Drive(near the Highway 1 Trail)to Benton Street The City also issues an annual Curb Ramp Report&Transition Plan. In 2023,232 curb ramps were repaired,replaced,or installed,with 180+anticipated in 2024. 2.5 Explore public transportation opportunities on the CRANDIC line The Metropolitan Planning Organization of Johnson County(MPOJC) is continuing to study the feasibility of Bus Rapid Transit along right of way owned by the Cedar Rapids and Iowa City(CRANDIC) railroad. In addition,Greater Iowa City, Inc.has led discussions about the possibility of local passenger rail service using battery powered trains from Pop Up Metro.The City anticipates evaluating both studies in the coming fall. 2.6 Explore Dodge and Governor two-way conversion Staff worked with Strand Associates to evaluate the costs and benefits of converting Dodge and Governor from a one-directional pair to two-way streets. Due to the nature of the corridor, additional right of way impacts along Dodge Street,and the loss of state financial support for A ^� the maintenance and future reconstruction of Governor Street,it was decided to maintain Dodge and Governor in their current configuration.The City will use this to guide the Dodge Street Reconstruction project which is expected to occur in 2027-2028 in partnership with the State of Iowa. 2.7 Secure federal funding to replace transit facility The City has secured funding to replace the transit facility,including a $23.3 million Federal Transit Administration grant.The City issued a Request for Proposals for the facility design and A expects to be under contract in fall 2024. Project groundbreaking is anticipated in 2026. O n PAGE 16 VALUES ACTION ITEM STATUS IN ACTION i continued 2.8 Consider adding or retrofitting separated/protected bike lanes The City has issued a Request for Proposal to hire a consultant who will help us design on- street, bollard-protected bike Ianes.The work will include helping to select locations and identifying implementation and maintenance needs.Staff expects the study to be complete in fiscal year 2025. • 2.9 Expand electric bus fleet as diesel units age out,supported with grants The $23.3 million grant award through the Federal Transit Administration includes both a replacement transit facility and four additional electric buses,which will double the City's electric bus fleet from four to eight.The City will continue to explore opportunities to build additional capacity for electric buses,including considering needs related to electric charging as part of the new transit facility. 2.10 Consider on-demand or voucher transit options where and when fixed- route is not available Preliminary conversations have begun with possible partners but there is no intention to move forward until a permanent decision on fare free transit is reached with funding identified. 2.11 Expand snow clearing at high-priority pedestrian areas, bus stops, and bike lanes O Preliminary research is complete and several areas including trails, high-priority bus stops,and intersections were added in recent years which are prioritized based upon the snow event. 2.12 Initiate vehicle and bike/scooter share programs ,9 Previous attempts to contract with a bike/scooter share company have not been able to move O forward.Staff will re-evaluate this item in FY2027-FY2028. 2.13 Explore Burlington Street road diet or flex zones during non-peak hours The City has not yet initiated discussions with the State of Iowa. O • • • -• •- • n PAGE 17 Mobility: Progress Towards our Future Vision PRIORITIZING ACTIVE TRANSPORTATION Recent construction projects demonstrate the City's approach to enhancing multi-model transportation, especially for those utilizing active forms of transportation, such as walking and biking: • The Scott Boulevard Sidewalk Infill project included the construction of new sidewalks along the east side of Scott Boulevard from American Legion Road to the Court Hill Trail and a new trail from Eastbrook Street to Rita's Dog Park, both of which are high pedestrian and bicycle traffic areas which had limited connectivity prior. • The Benton Street Rehabilitation project incorporated bike lanes,ADA sidewalk improvements at intersections,and pedestrian signal improvements at the intersection of Benton and Sunset to enhance the experience of pedestrians and bicyclists. • The Chadek Green Park Improvement project prioritized neighborhood access by installing an infill sidewalk along the north side of Friendship Street and providing sidewalks to play areas and through the community gardens. Overall,these projects have improved safety and connectivity while enhancing access for pedestrians and bicyclists. REIMAGINING DUBUQUE STREET The Dubuque Street Reconstruction Project between Iowa Avenue and Washington Street is near completion!The new streetscape will - - make it a more inviting, pedestrian-friendly area 4' ! = - � •�`�_ '� while visiting the restaurants, shops,and other businesses along the street. It will feature wider ' ` pedestrian walkways, enhance accessibility for * { persons with mobility challenges, add attractive streetscape amenities,and result in a flexible -- "festival street"design with removable bollards, low curblines, and overhead lighting.Altogether, the project will enhance the safety,function, mobility, and aesthetics along this critical commercial block. Project completion is anticipated by fall 2024. ICGOV.ORG/STRATEGICPLAN Strategic Plan Progress Report September 2024 O r1 PAGE 18 YEAR ONE: FARE FREE TRANSIT �i i cambui Iowa City kicked off its Fare Free transit pilot in August 2023 as a way to help the City meet its emission reduction goals of 45% by 2030 with a vision to achieve net zero emissions by 2050. Simultaneously, it helps improve equity by lowering household transportation expenses.As of May 2024, passenger trips increased by an average of 44% per month from when the service started with ridership exceeding 2019 levels. In FY24, the pilot successfully met 94%of the City's ridership goals to hit its emission reduction targets, but funding is currently set to expire with federal pandemic relief dollars. Recent parking rate increases will help fund a portion of Fare Free service, but next steps include identifying a final permanent source of funding to make Fare Free service sustainable in the future. O n S S $ pact Area: ECONOMY VALUES ACTION ITEM STATUS IN ACTION 3.1 Expand access to affordable childcare through partnerships In 2022,Council awarded $100,000 in ARPA funds to 4Cs for a position focused on recruitment and navigation of the childcare workforce.The navigator position serves the Starting Strong Program which includes 16 Iowa City providers and added one new Iowa City provider. The navigator has held four training sessions and is working with the Iowa City Community School District to develop a credentialed early childhood care and educator program for 5 high schoolers. In June 2023,Council approved $750,000 in ARPA funds over three years to support the O Childcare Wage Enhancement Program in partnership with Johnson County, Better Together 2030,and other community partners.To date,the program has paid over$177,000 in A,,,^�� wage enhancements to five childcare centers in Iowa City,and a sixth Iowa City center was recently enrolled. In May 2024,the City allocated $2 million to the Neighborhood Centers of Johnson County to acquire two buildings in the Towncrest neighborhood for a Family Resource Center and an Early Childhood Center.The Early Childhood Center will have five licensed classrooms with at least 50 early childcare slots,a library,computer lab,a multi-purpose space,and a large after-school classroom. I� Climate Action Not started Substantial progress or completed O Racial Equity,Social Justice,Human Rights Preliminary planning or discussion Underway -*jW*Partnerships&Engagement • • 'G/STRATEGICPLAN Strategic Plan Progress Report -• - •- 120 VALUES ACTION ITEM STATUS IN ACTION continued 3.2 Invest ARPA funds to support implementation of the Inclusive Economic Development Plan City Council approved ARPA funding for several organizations to support inclusive economic development programs for underestimated businesses and entrepreneurs. Updates include: • Dream City($3 million) acquired 611 Southgate Ave,began renovation,and held an entrepreneurial roundtable attended by over 100 participants. • Multicultural Development Center of Iowa ($600,000) provided business coaching to 17 businesses and allocated 7 Technical Assistance grants. O • Wright House of Fashion ($100,000) has held mentoring sessions with 6 entrepreneurs,marketing strategy sessions with 4 entrepreneurs,and has 9 students A ^� enrolled in the graphic design program. • Dotlizhi LLC($100,000) has distributed 1 grant to a small business and hired a paid program coordinator. • Neighborhood Centers of Johnson County($80,000) is set to begin inclusive economic development programming in the new fiscal year. • Tailored Tax and Accounting LLC($100,000) has provided no cost financial services to 6 small businesses. In addition,the University of Iowa Lamed A.Waterman Iowa Nonprofit Resource Center has provided capacity-building technical assistance to 3 ARPA funded recipients. VALUES ACTION ITEM STATUS IN ACTION 3.3 Support workforce development and apprenticeship programs through partnerships The City-funded UI Labor Center's pre-apprenticeship program targeting underserved populations in the building and construction trades continues in full force.In FY23, 14 residents were enrolled and 50%of graduates were employed in construction trades and/or apprenticeship programs within a year of graduating.In FY24,the number of graduates doubled to 28. The FY25 cohort will be begin in early 2025 and will graduate in time for construction hiring next spring. An affordable,two-bedroom,energy efficient home in the historic Northside neighborhood O was completed in spring 2024 as part of the Student Built House program.The project was only possible due to the contribution of many partners,including the City,The Housing Fellowship, A^►� the Home Builders Association,and Iowa City Community School District.The project allowed students to gain skills within the construction trades.A second student-built home on the same site is expected to start construction in 2025. The City continues to facilitate additional educational and job development opportunities as well,including ICAN's career and college planning activities.Council also supported Alpla Ines High Quality Jobs application which will lead to 36 new full-time or career positions with comprehensive health benefits and a capital investment of over$12 million for an on-site training center. 3.4 Increase small business technical assistance In collaboration with business support and coaching partners,staff is developing a Business Development grant program to serve underestimated business owners and entrepreneurs who would benefit from consistent business support and coaching services.Assistance will prioritize meeting top business growth objectives.Staff hopes to launch the program in fall 2024. The implementation of the Inclusive Economic Development plan discussed above will also O help underrepresented businesses and entrepreneurs by providing technical assistance, developing a peer community,and creating shared facilities.This includes the construction of a regional business hub in the South District and training provided by the Multicultural Development Center and UI Waterman Nonprofit Resource Center.The City also sponsored the Down to Business series,hosted at Dream City,which is geared towards connecting local small business owners and entrepreneurs to education and resources. VALUES ACTION ITEM STATUS IN ACTION F --"W 3.5 Create flexible incentives for SSMIDs and other commercial nodes City Council approved a $250,000 ARPA grant to each of the City's two SSMIDs-the Iowa City Downtown District and South of 6 Business District-to aid in placemaking and business support.The Iowa City Downtown District intends to complete alley improvements including artistic lighting and the South of 6 Business District intends to use the funds to implement key activities identified in the So6 Public Realm Action Plan. A The City also partnered with the Iowa City Downtown District to contract with Block by Block,a national firm specializing in cleanliness,safety,and ambassadorship initiatives in downtowns and business districts.The Downtown Ambassadors began in June 2024 and has supported a clean,safe,and hospitable Downtown and a more inviting environment in which businesses can thrive. 3.6 Develop targeted marketing to promote Iowa City as a place to do business Staff anticipates starting in FY2027-FY2028. 3.7 Develop riverfront master plan with UI,Think Iowa City, and other stakeholders Think Iowa City,the University of Iowa,and the cities of Coralville and Iowa City worked together to develop a preliminary Pedal/Paddle concept plan to improve recreation opportunities on the Iowa River and Iowa River corridor trails.The concept was submitted to a state tourism grant program but was not funded. I � Iowa City has since advanced several projects identified in this proposal.The Sturgis Ferry Park project which enhances river access through its boat ramp is complete,the Ice House Single- TrackTrail grand opening occurred in August 2024,and the Terrell Mill Skate Park expansion project is scheduled for next year.Additionally, Better Together 2030 continues to explore opportunities to advance this priority with the City remaining an engaged partner. AF Economy: Progress Towards our Future Vision RETHINKING TAX INCREMENT FINANCING The Council Economic Development Committee recommended an updated Tax Increment Financing (TIF) Policy to better align it with the Strategic Plan and reflect the Downtown Historic District and other City plans and initiatives that have occurred since the prior policy was adopted.The new policy aims to maintain the City's high standards forTIF support while enhancing flexibility to meet the City's goals including climate action and energy efficiency, historic preservation and contextual development, permanent and long-term affordable housing,and fair labor practices. WHAT'S NEXT FOR 21 S. LINN? 21 S. tum Street REDEVELOPMENT PUBLIC INPUT OPPORTUNITIES REDEL, Respond using one of the following options by MaY 1,2024. —_ /'00 j'qOnline Survey Open House Input Session Written Comment (Elm, 4 bit.ly/21SLinnsurvey APRIL 23 email ® Available In English,Spanish,Arabi 6-7:30 p.m. Publiclnput@iowa-city.org andarin,and Frenrn Pheasant Ridge "L - - ordelivertoCityHall Neighborhood Center Please use• R - preferred language CITY OF IOWA CITY UNESCO CITY OF LITERATURE of .L & The City continued its planning process for the future of 21 S. Linn Street,formerly the site of a U.S. Bank drive-through and surface lot in Downtown Iowa City.The City acquired the property after a student housing development fell through to exert more control over the use and design of the development, preserve neighboring historic properties, and model how public-private collaboration can lead to growth that reflects the community's character and incorporates significant public benefits.The City began the process by soliciting feedback through an online survey, open houses, emails, and an interactive public input opportunity via text message. In total,the City had more than 1,800 interactions with the public that expressed a diversity of desires for the site. Based on this feedback,staff issued a Request for Proposals in September 2024. AV GREATEST SMALL CITY FORTH ARTS "In partnership with the Iowa City Downtown District and arts and cultural venues downtown,the City provided $10,000 in marketing support for the Downtown Iowa City Cultural & Entertainment District's new branding launch of"X Marks the Arts"The new initiative promotes the numerous and varied arts and culture opportunities in which visitors to the downtown can participate.The effort also represents the importance of collaboration championed among the many arts and culture organizations. GETTING DOWN TO BUSINESS ATTHE LIBRARY As a public service,the Iowa City Public Library does its part to support workers and entrepreneurs as they learn new skills and need flexible space.The library was awarded the Public Library Association's Digital Literacy Workshop Incentive which allowed the library to offer basic computer skills classes in-house and at multiple community locations, helping participants build skills and confidence with technology. Spanish- language technology workshops were offered at the library in partnership with Emprendimiento Latino. The library also provides public meeting spaces which can support patrons in entrepreneurial and business ventures, in addition to acting as study, reading, or social areas for individuals and groups. In FY2024,462 unique community groups used these meeting rooms each month, representing a 62% increase from the previous year. • •RG/STRATEGICPLAN Strategic Plan Progress Report September2024 pact Area: SAFETY AND WELL- BEING A VALUES ACTION ITEM STATUS IN ACTION 4.1 Launch a Community Violence Intervention Program with partners O The City has continued to work with Johnson County's Community Violence Prevention Coordinator in this partnership.The new Crime Analyst position authorized by City Council ^� and hired by the Iowa City Police Department will help support these efforts. 4.2 Invest ARPA funds to build non-profit capacity Non-profit ARPA investments have aimed to achieve transformational,long-term capacity enhancements within the social service network in Iowa City: • Neighborhood Centers of Johnson County:$2 million awarded.To date,two properties in Towncrest have been purchased for a new community center and an early childhood center with 5 licensed classrooms,a library,a computer lab,and multi-purpose space,along with a kitchen and another classroom. Rehabilitation O work is expected to begin FY2025. I ^� • Free Medical Clinic: $1 million awarded.The project includes expanding and renovating the clinic and dental operating rooms and improving accessibility for persons with disabilities.Work is expected to begin FY2025. • CommUnity Crisis Services:$1 million awarded.The project will expand mobile crisis outreach by hiring 3 new counselors,purchasing 8 vehicles,and remodeling office space.All property work and equipment purchases are complete,and the City is in its 2nd year of supporting the new positions. I� Climate Action Not started Substantial progress or completed O Racial Equity,Social Justice,Human Rights Preliminary planning or discussion Underway -*jW*Partnerships&Engagement VALUES ACTION ITEM STATUS IN ACTION • continued 4.3 Increase participation in Healthy Homes Program The City continues to fund its Healthy Homes initiative to rehabilitate housing to support the health of its occupants.This includes,for example,air quality improvements for occupants with lung disorders,and has been expanded to cover radon testing and mitigation for O affordable housing providers. In addition,this action is supported by the City's requirement that rental housing test for radon and mitigate where levels are too high.At this point,most rental housing has been through a rental inspection cycle requiring radon abatement. 4.4 Expand Mental Health Liaison program to reach 24-hour coverage by FY29 O The Iowa City Police Department now has two Mental Health Liaisons providing 16 hours of coverage a day working towards the goal of 24/7 coverage. The City will roll out our co- �,,�^►� responder officer to partner with the day watch liaison in early FY25. 4.5 Promote 988 and ensure Mobile Crisis has resources to meet the demand The City continues to widely promote 988 through social media,signage,rebranded police vehicles,public facilities,and partnerships with the University of Iowa and Downtown District. O In 2024,the University of Iowa Department of Public Safety followed ICPD's lead and added 988 decals to their police vehicles as well. I�� Iowa City's ARPA award to expand Mobile Crisis Outreach also supported CommUnity Crisis Services with three additional full-time counselors,eight new vehicles,and remodeled office space. 4.6 Implement the Senior Center Facility Master Plan and critical exterior renovations Phase I of the Senior Center construction project is completed, including exterior limestone, parapet,and roofing improvements.Phase II elements such as window,door,and painting improvements are anticipated to be bid this fall,after which construction will commence. PAGE 27 VALUES ACTION ITEM STATUS IN ACTION FY24-26 4.7 Integrate Mobile Crisis into 911 dispatch The City has supported the integration of Mobile Crisis into the Joint Emergency ^►� Communication Center(JECC)dispatch operation.CommUnity and the JECC staff are currently conducting a pilot program for diverting 911 calls to 988. Mobile Crisis has also been O worked into the JECC dispatch protocols. 4.8 Consider/implement alternatives to routine traffic stops The City continues to offer its BULBS program,aimed at preventing traffic stops for minor offenses such as a broken taillight.The Community Outreach Assistant focused on immigrants and refugees has also held community presentations on traffic stops for these populations. 0 The City contracted with the University of Iowa to analyze racial disparities in traffic stops. *AW4V0e This contract expands upon prior analysis completed in partnership with St.Ambrose and is expected to produce higher-quality data which can inform future training, policy changes, and outreach and foster more trust with the community.The study's completion is anticipated in late 2024. 4.9 Expand neighborhood-based programming, such as nests,fun patrol, and teen hubs During summer 2024,the City offered free outdoor events and activities in more than 20 parks and neighborhood areas throughout the community.These included weekly series events such as Party in the Park, Farmers Market, Play Daze,Water Wednesdays,and Discovery Garden Parties, in addition to other events like Hydrant Parties, Pedal Power, Movies in the Park, Pride-A-Palooza,Yoga in the Park, Dog Day of August, National Night Out,and more. Safety and Well-Being: Progress Towards our Future Vision LEADING I iE WAY ON LEAD In November 2023,the City launched its Lead Reduction Program which includes a three-pronged strategy: -- - 1. Connect homeowners with a voluntary service line '` I insurance option from Service Line Warranties of ; America,the National League of Cities provider for CITY OFIOWACITY UNESCO MY Of urEa KE service line programs; lead Reduction Program 2. Provide City grant programs which assist with 50% of the cost of replacing lead or leaded components in service lines,faucets,fountains,and filters,and of �. verifying service line materials;and 3. Conduct extensive outreach and public education on the issue and steps homeowners should take, such as the Lead Reduction Open House held at the Senior Center in May 2024. To date, more than 1,700 voluntary insurance policies were in effect and the City provided grants to 12 households for service line replacement, made possible by Council's allocation of$500,000 in ARPA dollars. As the program continues to grow, it will help protect the health and quality of Iowa City's water supply system and will help the City adapt to the new Federal Lead and Copper Rule Revisions, which were passed in the wake of the Flint, Michigan water crisis. PUBLIC SAFETY FOR YOUTH In collaboration with other local entities, Iowa - Z% City Public Safety departments again held Safety ""W Village and two Emergency Services Youth Camps for middle school and high school students. ��ttttttt�t All camps were at capacity and provided a fun, informative, and hands-on way for area youth to learn more about safety and careers in fire protection,emergency medical services, law `� enforcement, and animal services. BEYOND BOOKS SPANISH BI GUAL The Iowa City Public Library continues to be a welcoming hub for Iowa City's diverse community.The library recently converted a position in the Children's Department to be bilingual in Spanish, L. which will allow more focused outreach to Spanish-speaking families and additional early literacy support.The library also . : supports English language learners by offering weekly children's Storytimes in English,Spanish,and Mandarin and by offering its "About Your Library"video series in English, Spanish, French, and CHINCSE RI !GUAL Mandarin. In addition,the library recently enhanced its World Languages collection and is incorporating works by participants of the International Writers Workshop at the University of Iowa in the language(s) they write in to ensure relevant, accessible materials for i. all community members. COMMUNITY CONNECT In April 2024,the Iowa City Fire Department kicked off its new partnership with Community Connect,a free and secure platform to share critical information about your household or business.This online application allows first responders to access important info about your home or business if voluntarily shared by community members and business owners. Examples may include pets that may be in the property, garage codes,or areas of the building that are difficult to access.As a result, ICFD firefighters will be better informed en route to an emergency and better equipped to protect you,your loved ones, employees, and property as efficiently as possible. .. • • . . September • Resources: FACILITIES, EQUIPMENT, AND TECHNOLOGY City Hall and Public Safety Space Needs City Hall,the Police station, and Fire Station #1 are outdated, undersized,and have significant ADA accessibility issues.The City contracted with OPN -- Architects to complete a City Hall and Public Safety space needs study to evaluate how to accommodate ■ the physical space needs of City operations to serve the community for decades to come. Based on preliminary findings presented in July 2024,the City will explore opportunities to move the Police Station and Fire Station #1 off-site,which would free up space for future expansions of City Hall.The final Study is anticipated by fall 2024. Asset Management System Cartegraph is the asset management solution procured by the City.To date, asset inventories for water, wastewater,and fiber have been completed,and stormwater is in process.The City recently completed software integrations with Iowa One Call/811, and the City is ready to begin recruitment for the Asset Management position approved in the FY24 budget. ' - — Electric Vehicle Transition Plan ELECLR[ Following the completion of the Fleet Analysis and EVTransition YEHILLE g p \/ PARKING 1 A N O NHILE CHRGHG Plan,staff have identified key next steps regarding the build-out of necessary infrastructure to support large scale EV charging. Most important will be collaboration with Johnson County, CAMBUS,the Iowa City Community School District, and MiclAmerican Energy to - avoid duplication of costly substation upgrades as each fleet pursues its own electrification goals.Staff are in conversation with Johnson County as it begins work on its own Fleet Analysis and EVTransition Plan, with an aim to form a multi-agency working group to coordinate infrastructure efforts. • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 PAGE 31 Sustainable Facilities and Modern, Healthy Workspaces �����•�,��=��� :fir _ - -� ` ti�w:y; E t; 1 y Facility projects aim to incorporative innovative technology,energy efficient solutions,and best practice designs for safety and well-being. Progress updates include: • Phase 1 exterior repairs to the Senior Center are complete and Phase 2 is expected to start in 2025; the focus will next shift to the inside, including building automated systems replacement and other interior improvements. • The replacement of the equipment building at the landfill is now underway;the new facility will dramatically improve conditions for workers, provide operational efficiencies,and improve longevity of equipment. • A consultant agreement for design of the new transit facility should be approved in 2024;this project will explore how to best integrate a new transit facility and equipment building with other Public Works operations while striving for a sustainable building that facilitates a transit fleet of zero-emission buses. • Several roof patching and replacement projects are moving forward; in FY2024, projects were awarded or made progress at the Robert A Lee Rec Center, Mercer Aquatic Center, City Hall, Wastewater, and Equipment Shop. Roof replacement at Fire Station #2 will be pursued in 2025. Data-Informed Decision-Making The City kicked off participation in the Bloomberg Harvard City Leadership Initiative Data Track program this last year, which allows the City to gain experience with best practices in using data to analyze problems, inform decisions,and manage performance. During the program,staff examined how Fare Free transit has helped address our climate action goals.Staff looks forward to applying the lessons learned on how to utilize data to inform decisions throughout the organization as part of an ongoing effort for City operations to build a stronger consistency of data use. • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 Resources: PEOPLE Compensation Study Iowa City completed its organizational-wide compensation study in November 2023.The study included a review of all job descriptions and testing processes, a review of internal equity, and an analysis of market data to generate recommendations on any necessary realignment of position compensation to ensure the City remains a competitive employer in the job market.Since completion, Human Resources staff has updated all job descriptions to reflect this study,and City Council has approved all recommended job reclassifications. Iowa City Leadership Exchange _ The City continued to build on its Leadership Exchange initiative, which engages middle-management City staff and aims to deliver training and skill-building opportunities, build relationships, and break down siloes between workgroups and community :- partners. Monthly session topics cover a wide array of community, leadership, and management topics. Presentations and guest ` speakers have touched on the following topics: • Radical candor and navigating difficult conversations • Microaggressions in the workplace • Welcoming new employees • Active shooter preparedness (ALICE)training • De-escalation of customers • Peer-to-peer discussion on collaborating across sectors • Departmental updates • Tours of various City facilities The Floor is Yours In July and August, Human Resources and the City Manager's Office held the annual Floor is Yours meetings with all departments.These meetings provide an opportunity for frontline, non-supervisory City staff to ask questions, provide suggestions, and connect with HR and City management in an informal environment. These conversations have been helpful in identifying ways for the City to become more supportive as an employer and have elevated ideas and suggestions for operational efficiencies. • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 Benefits Enhancement The City improved benefits this past year through two new offerings. COLLEGE SAVINGS The City now offers the opportunity for employees to voluntarily contribute to a State 529 plan (College Savings Iowa) through payroll Lovva deduction which can help cover the costs of a loved one's education. 529 PLAN This allows employees to save money while paying for K-12 education, For every chilc,. college, a trade/apprenticeship, or student loans.The City also enhanced For any dreary its supplemental life insurance policy by guaranteeing enrollees an opportunity to increase their coverage each year moving forward.The City will also conduct a comprehensive benefit review next year to ensure it remains an employer of choice in the region. Telecommuting and Flexible Work Schedules In March 2024,the City surveyed division heads to understand the impacts of the City's 2022 telecommuting and flexible work schedule and to identify if any changes need to be made in the future. Overwhelmingly, both telecommuting and flexible work schedules are viewed as having a positive impact on morale and job satisfaction of staff utilizing those options,and there is clear support for continuation of the policy. • • •G/STRATEG ICPLAN Strategic Plan Progress Report September 2024 Resources: FINANCIAL Responding to Property Tax Reform During the 2023 legislative session,the State passed HF718 which phases out the Library Levy and Emergency Levy by fiscal year 2029.This legislation also limits the growth of the General Levy by reducing the levy by anywhere from 2-3% based on the taxable growth in the community. Due to the number of variables, we are not able to estimate future annual impacts, but once the two levies are completely phased out it marks an annual loss of approximately $2.1 million property tax dollars at current year taxable valuations.The City is responding to these challenges by continuing to provide fiscally sound budgets that account for the impacts of this new legislation without reducing core service levels. Fiscally Responsible Infrastructure Maintenance Through thoughtful and planned maintenance expenditures, the City can ensure responsible upkeep of existing infrastructure and avoid costly, unexpected repairs or failures. Examples of recent investments in critical infrastructure maintenance include: • Pavement Maintenance Plan:The City is currently in - the process of updating its pavement improvement plan ~ to guide City funding for street rehabilitation projects. • Benton Street Overlay Rehabilitation:This project consists of an asphalt overlay to reduce annual deterioration of the joints and improve ride quality. • Mormon Trek Boulevard Patching:This project consists of PCC patching between Melrose and the railroad to address localized slab problems. • Pavement Overlay Program: Every year,the City regularly improves its streets to prolong their useful life and ensure safe,efficient travel. • Sanitary Sewer Repairs Project:The City conducts spot repairs to the sewer system annually. In 2023, repairs were completed at 10 different locations in the City right-of-way. Each year,the City completes dozens of projects that repair, reconstruct, and expand infrastructure. Continued robust investment requires a sustained financial commitment to all of the City's budgetary funds. • • •G/STRATEGICIPLAN Strategic Plan Progress Report September 2024 Aaa Iowa City In April, Moody's reaffirmed Iowa City's Aaa bond rating! Iowa City is one of just two cities in the state to secure an Aaa rating.This important designation means the City can spend less on interest expenses and more on programs and services that directly benefit the public. Healthy Enterprise Funds Thoughtful rate and fee increases keep enterprise funds healthy and prevent the need for larger rate spikes, higher property taxes, or unplanned debt issuances.The FY2025 adopted budget included a 5% wastewater increase,3%water rate increase, $1/mo. recycling rate increase,and targeted fee increases for landfill tipping and parking related fees and citations.These increases support higher operating costs to deliver services, escalating capital repair expenses, and more demand as the community grows. • • •G/STRATEGICPLAN Strategic Plan Progress Report September 2024 Item Number: IP5.. r 1 CITY OF IOWA CITY a Qa, COUNCIL ACTION REPORT October 17, 2024 Council Economic Development Committee: October 16 Attachments: Council Economic Development Committee: October 16 DRAFT-p.1 Council EDC, 10/16/24 Minutes City Council Economic Development Committee October 16, 2024 Emma J. Harvat Hall City Council Economic Development Committee Members Present: Josh Moe, Andrew Dunn Members Absent: Laura Bergus Staff Present: Geoff Fruin, Rachel Kilburg Varley, Eric Goers Others Present: Curt Nelson (EDC, Inc.), Tracy Jon Sargent (MDC Iowa), John Kenyon (City of Literature), Eric Johnson (Summer of the Arts), Andrew Sherburne (FilmScene), John Englebrecht (Public Space One), John Schickedanz (Englert), Adam Knight (Riverside Theatre) Call to Order Councilor Moe called the meeting to order at 8:30 a.m. Consider approval of minutes from the August 16, 2024 Economic Development Committee meeting Dunn moved, Moe seconded a motion to approve amended minutes of the August 16, 2024 meeting. Motion passed (2-0). Review FY2_6 funding requests from Business Development and Arts & Culture Organi- zations Kilburg Varley referenced the staff cover memo included in the agenda packet and began by reviewing the history of these funding requests and the FY26 requests submitted by each organization. It was noted that the arts and culture organizations had also submitted a joint letter this year expressing the need for increased funding a desire to meaningfully discuss a path to increased funding support. Additionally, Public Space One submitted a request for $25,000 for the first time. Next, Fruin provided an update on the current budgetary environment and shared that, due to these factors, staff were unable to make a funding recommendation and advise waiting until after impactful factors are known such as state rollback rates, final taxable valuations, and upcoming collective bargaining settlements. Staff also expressed appreciation for the role each organization plays in contributing to the local economy. EDC members reiterated support and appreciation for the work these organizations do and invited public comment from those in attendance. Curt Nelson, EDC Inc., shared information about the capital leveraged through their investments and responded to Councilor Moe's question about specific organizations they assist who are located in Iowa City. John Kenyon, DRAFT-p.2 Council EDC, 10/16/24 City of Literature, reiterated the importance of the economic impact that each of the arts organizations play in Iowa City, acknowledged the City's budget challenges, and indicated a desire to have meaningful discussion over the next year about how increased funding support could be achieved among the arts organizations. Angie Jordan, a member of the public, commented on the funding process and encouraged more inclusivity in the process. Andrew Sherburne, FilmScene, shared a statement communicating the importance that arts & culture play in the economy, livability, and quality of life in Iowa City and the need to recognize and intentionally support that. John Englebrecht, Public Space One, provided background on their organization and their reason for submitting a funding request. Eric Johnson, Summer of the Arts, noted that when considering the funding requests, it should be noted that many of the organizations aim to provide free programming and promote access to the arts, which is an important aspect of economic development. Councilors Moe and Dunn thanked everyone for their comments and reiterated their support and appreciation for each of the organizations and agreed with staff's encouragement to wait on a funding recommendation until additional budgetary factors are known. Set recuring EDC meeting time (quarterly) The Committee established the first Wednesday of the quarter (January, April, July, and October) at 8:30 a.m. as the standard recurring meeting time. Old or New Business None. Adjournment Dunn moved, Moe seconded that the meeting be adjourned. Motion carried (2-0) DRAFT-p.3 Council EDC, 10/16/24 Council Economic Development Committee ATTENDANCE RECORD 2020-24 TERM 12/09/20 10/27/21 10/19/22 11/29/22 9/25/23 7/1124 8/12/24 8/16/24 10/16/24 NAME EXP. Josh Moe 12/31/25 -- --- --- --- --- X X X X Andrew Dunn 12/31/25 — --- --- --- --- X O/E X X Laura Bergus 12/31/25 --- --- X X X X X O/E O/E John Thomas 01/02/24 X X X X X --- --- --- --- Megan Alter 01/02/24 --- »- X X X --- --- --- --- Susan Mims 01/02/22 X X --- --- --- --- --- --- --- Mazahir Salih 01/02/22 O/E X --- --- .... Key: X = Present O = Absent --- = not a member O/E =Absent/Excused