Loading...
HomeMy WebLinkAbout2025-07-24 Info Packet1k 00 ®, Mgo CITY OF IOWA CITY City Council Information Packet Council Tentative Meeting Schedule IP1. City Council Tentative Meeting Schedule Miscellaneous IP2. State of the Cities 2025 Report July 24, 2025 IP3. Memo from City Assessor: Iowa Property Assessment Appeal Board and District Court Notice of Appeal IP4. Civil Service Entrance Examination - Senior Treatment Plant Operator - Wastewater IP5. Memo from Assistant City Manager: 2025-2026 Bow Hunt -Eligible Public Properties Draft Minutes IP6. Community Police Review Board: July 8 IP7. Library Board of Trustees: June 26 July 24, 2025 City of Iowa City Item Number: IP1. CITY OF IOWA CITY COUNCIL ACTION REPORT July 24, 2025 City Council Tentative Meeting Schedule Attachments: City Council Tentative Meeting Schedule r City Council Tentative Meeting Schedule Subject to change CITY OF IOWA CITY July 24, 2025 Date Time Meeting Location 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 Monday, October 20, 2025 4:30 PM Joint Entities Meeting City Hall, Emma J. Harvat Hall 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 Monday, 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. CITY OF IOWA CITY COUNCIL ACTION REPORT July 24, 2025 State of the Cities 2025 Report Attachments: State of the Cities 2025 Report NLCNATIONAL LEAGUE OF CITIES A CENTURY OF STRENGTHENING CITIES w 2025 State of the Cities kb •LWA i � Ault r �iiiilIp NLCNATIONAL LEAGUE OF CITIES A CENTURY OF STRENGTHENING CITIES About the National League of Cities The National League of Cities (NLC) is the voice of America's cities, towns and villages representing more than 200 million people. NLC works to strengthen local leadership, influence federal policy and drive innovative solutions. About the Center for Research and Data Analysis NLC's Center for Research and Data provides research and analysis on key topics and trends important to cities, creative solutions to improve the quality of life in communities, inspiration and ideas for local officials to use in tackling tough issues, and opportunities for city leaders to connect with peers, share experiences and learn about innovative ap- proaches in cities. ©2025 National League of Cities. All Rights Reserved- Authors Ph.D. Ivonne Montes Diaz, Program Manager, Center for Research and Data Analysis, National League of Cities Sarah Minster, Senior Research Specialist, Center for Research and Data Analysis, National League of Cities Acknowledgements The authors extend their gratitude to the numerous mayors of cities, villages and towns nationwide who dedicated their time to com- plete the survey. The valuable insights provided have significantly enhanced the results of this study. Additionally, the authors appreciate the assistance of NLC staff, which have contributed to the improvement and enrichment of this year's State of the Cities report. Contents 4 Foreword 5 Introduction 8 Top Mavoral Priorities in 2025 10 Economic & Workforce Development 14 Infrastructure 18 Budget & Management 21 Housing 25 Public Health & Safety 29 Alignment with Public Priorities 32 Conclusion 34 Appendices 34 Appendix A: Methodology 37 Appendix B: Mayoral Priorities Over the Last Decade 38 Appendix C: Figure Tables 44 Endnotes Foreword In the dynamic realm of local governance, the State of the Cities report captures local leaders' collective vision and unwavering commitment. This comprehensive study, backed by a survey of mayors and data from annual mayoral speeches, provides a vital insight into the operations of our cities, towns and villages. Even though local leaders face challenges, they remain resilient, optimistic and committed to providing services for their residents. While the State of the Cities report is largely based on data collected in the first quarter of the calendar year, a supplemental survey conducted by NLC in April 2025 found that, despite federal changes, the top five mayoral priorities remained constant. While national developments have presented new dynamics for local governments across the country to manage in 2025, mayors overwhelm- ingly spoke about the strength of cities in the face of unpredictability and their commitment to the wellbeing of their local government - another indication of the strength of local leadership in America today. As we confront the challenges of 2025, the report identifies economic development as a top priority for local leaders. This showcases the determined pursuit of innovation and growth that characterizes our cities' ambitions for eco- nomic recovery and advancement. Another top priority is housing, which addresses the urgent need for affordable and accessible shelter for our residents. Infrastructure continues to be a critical focus, with local leaders making it clear that enhancing water systems, streets, roads, and bridges is essential, along with securing reliable funding to support these initiatives. Public safety and effective budget management are also at the forefront, emphasizing a gov- ernance approach that prioritizes security and sustainability. These aren't just policy points; they are the cornerstones of our communities' future. They represent a firm commitment to progress and stand as a testament to our cities' resilience and adaptability. The State of the Cities report lays out the challenges our municipalities face and outlines the innovative solutions mayors nationwide are implementing to drive local renewal. The journey ahead is ripe with opportunity, and together, we are poised to transform our cities' landscapes into vibrant spaces of opportunity and inclusive- ness for all. Local government is more important than ever. CLARENCE E. ANTHON CEO and Executive Director National League of Cities , NLC Ti; -TIE'- i� STATE OF THE CITIES Introduction PRIORITY TOPICS The 121h annual State of the Cities report identifies the unique chal- lenges and opportunities facing cities, towns and villages across the United States, offering a comprehensive analysis of community ECONOMIC priorities in 2025. DEVELOPMENT The report synthesizes insights from three primary data sources: _ mayoral addresses, survey responses and public opinion analysis. ♦ Key themes emerged from 53 annual "State of the City" mayoral addresses delivered by local leaders representing all geographic regions and municipal sizes.' INFRASTRUCTURE ♦ More than 230 survey responses shed light on the current perspectives of mayors nationwide. ♦ Analysis of social media engagement provided insights into public opinion. This report spotlights the predominant themes that surfaced across data sources. The priority topic areas across these data BUDGET & sources include economic development, infrastructure, budget MANAGEMENT and management, housing, and public health and safety. The corresponding sections are structured to present the nuanced challenges confronting municipalities in 2025. The report also highlights real -world strategies and tailored municipal solutions for local leader adoption. 0 The report weaves in direct quotes from 2025 mayoral addresses, HOUSING giving voice to the local leaders speaking to - and on behalf of - their communities. By grounding State of the Cities in the words of local leaders themselves, readers gain a more expansive understanding of each municipality's strengths. 91 See Appendix A for breakdown of mayoral addresses by region and PUBLIC HEALTH population size. & SAFETY NLC SL:,TC C= TPI_ CITFS'_CZ5 5 INTRODUCTION The State of the Cities 2025 report demonstrates the resilience of municipal governments by presenting the main priorities for mayors this year and outlining their targeted steps toward positive outcomes. re 100 M re4.4; 44♦4� t rR+ r �4ti� State of the Cities is based on data collected in the first quarter of 2025,' when most mayors deliver their State of the City addresses, and the report offers a snapshot of mayoral priorities during that time. Since then, national developments have presented new dynamics for local governments across the country to manage. Acknowledging this recent variability, researchers conducted a supplemental analysis of several mayoral speeches delivered in the second (calendar year) quarter of 2025 and cross-referenced these results with a recent survey of NLC members." While the mayoral priorities of the speeches did not change, many mayors stated their uncertainty stemming from federal changes. These mayors spoke explicitly about the strength of cities in the face of unpredictability and their commitment to the wellbeing of their local government. Additionally, in an April 2025 NLC survey, local leaders were asked about the areas most impacted by changes to the federal January 1', through March 3111, 2025. — Preliminary results fielded from a survey of NLC members in April and May 2025. 6 NLC °�T-'\i 7 C= THE CITIES 7C_', INTRODUCTION government's financial and programmatic support. Initial responses "The only certainty show the municipal issues most impacted are economic develop - is uncertainty." ment, infrastructure and public health and public safety aligning MAYOR BRANDON SCOTT with initial findings. The State of the Cities report captures the local Baltimore, MD government outlook in early 2025, yet ongoing shifts in the local government landscape may influence how the report's findings are interpreted later. Findings from the supplemental analysis reveal that the top five mayoral priorities remain constant, against the backdrop of material changes impacting federal, state and local governments. We encourage readers to keep this context in mind. Overall, the State of the Cities 2025 report demonstrates the resilience of municipal governments by presenting the main prior- ities for mayors this year and outlining their targeted steps toward positive outcomes. Cities are turning significant challenges into opportunities for growth, united by the goal of creating a brighter and more prosperous future for their communities. NLC remains dedicated to the strengthening and advancement of local government leaders and will continue to highlight the com- plex challenges local leaders face as they navigate 2025 and beyond. "I am looking ahead, mindful of the challenges we face, and motivated by the opportunities we share. Our future will be shaped by the depth of our connections, the strength of our partnerships, and our ability to hold our shared values at a time when so much looks to be pulling apart." MAYOR KAARIN KNUDSON Eugene, OR �rinritir • FIGURE 1 Economic Development is the Top Mayoral Priority in 2025 TOP 5 MAYORAL PRIORITIES IN 2025• BY DATA SOURCE AND PERCENTAGE OF SPEECHES AND RESPONSES Ma,/oial Speeches Mayors Sui Bey Economic Developmen 34% 1 15% Public HealWSa`et/ 18% 15% Housing Infrastructure 16% 14% 12% 16% Budget/Management 8% 15% r-on•.nt Anal%- c•: P""'l `_•o: e.•.,,. 0, 2025 r =Sr-„ o ":f_ o: the _: 2025 in;:ymal Sur ,eV o -2;8, ria•n % _, 1­ Tayo, sl _.peen ar clvs.�, Pit I: are'r • TA, an� Health anc yumon se, ,ices r' • ,ve,c anal,— _:= di:-,nr• c •e-cones In '"a'4ayo,aI su•, =p •he-e ..�a,eoone; .ve, r-r, �n91ed'ocr_mt•e:. °_bl,c H—Irl;rc Ssre•� *he,.E-es, oevono!ne'�p 5 a•.., nor rd-oed Here Seepie=-rip=nd,x rci more nlor•nahor i To learn more about the different priority rankings between data sources. see Appendix A. 3 NLC STATE OF THE CITIES 2025 TOP MAYORAL PRIORITIES these primary data sources together, NLC aims to provide a `As the politics of the more holistic understanding of mayoral priorities. world change, one thing is clear: the role of municipal Data collected from mayors' State of the City speeches government is more reveal economic development as the most prevalent topic, important than ever. Cities accounting for 34 percent of the overall speech time. will have to be nimble and Mayors are focused on attracting and retaining businesses creative to address the needs in 2025, with many also highlighting their advancements of their residents, no matter in attracting innovation and technology hubs. While there the turbulence of the times ... are development challenges - from workforce development cities must always continue to reinvestment in downtowns - local leaders are fostering to deliver services." economic recovery and progress. MAYOR KEITH JAMES Analysis indicates infrastructure is another prominent topic West Palm Beach, FL n 2025, accounting for 12 percent of mayoral speech time. Moreover, infrastructure is the highest -ranked priority for local leaders responding to NLC's survey (See Appendix C Table 1). Priority infrastructure categories are water systems, streets, roads and bridges; mayors also are concerned about resiliency for extreme weather events. Infrastructure needs are strained by the uncertainty of funding streams. Survey respondents noted that budget, housing, public health and safety are among their most important needs for 2025, with over 85 percent of respondents indicating that each of these topics is a priority to address in the upcoming year (See Appendix C Table 1). Some local leaders note significant budgetary challenges associated with the uncertainty and expiration of federal funding programs. Housing supply and affordability are also key priorities, with leaders launching innovative approaches to expand, preserve and improve local housing availability. Public health and safety are complex issues, as substance 34% use and mental health crises grow more severe. Mayors are developing strategic interventions for community safety TOTAL OVERALL SPEECH and taking steps to recruit and retain a public TIME DEDICATED TO ECONOMIC DEVELOPMENT safety workforce. NLC BE r :j 1010 Alk 17% 210 • • 32% 35% RATED ECONOMIC SITUATION AS ACCEPTABLE IMPLEMENTED BUSINESS ATTRACTION AND RETENTION STRATEGIES 10 NLC STATE OF THE CITIES 2025 FIGURE 3 Business Attraction, Downtown Revitalization, and Workforce Development the Most Utilized Strategies by Mayors to Address Economic Development Challenges STRATEGIES TO ADDRESS ECONOMIC DEVELOPMENT CHALLENGES, BY PERCENTAGE OF RESPONSES to w 0 w Q F 0% 10% 20% 30% 40% 50% 50% 70,.E PERCENT OF RESPONSES (%) S—, St —of the C)tes 202, Mayoral Survey (n = )89) Net, Penl.ntages are Calculated as the proport h of all total respon— to the guest— Re--d,hts Wert able to select mUl np 1, options_ thus the total or the count column .s greater than the total number or respondents "It's through partnerships with entrepreneurs, developers and small business owners that we have and will continue to work to make our city a place where innovation thrives and local dreams become a reality, while our community grows. We continue to prioritize strategic investments in our downtown to preserve its charm while creating new opportunities for sustainable growth." MAYOR JORDAN MARLOWE Newberry, FL Survey data shows mayors tackling complex economic development challenges. In NLC's 5t;qte_Qf th!z—Cj4Aes2024'report, about 80 percent of city leaders rated their economic situation as acceptable, good or excellent; this year, the number increased to 85 percent (see Appendix C Table 3). In 2025, 62 percent of local leaders shared that their municipality's top economic challenge is attracting businesses; this pressure has nearly doubled from last year, when only 33 percent of mayors pinpointed this.2 Mayors are taking action to address this concern in 2025, with 67 percent reporting they have implemented business attraction and retention strategies. Innovation & Technology Success stories of attracting and retaining businesses stem from cities at the forefront of innovation and technology. Investments in technological industries and innovation hubs give municipalities a competitive edge as they interweave economic development strategies: such investments can nurture new businesses, upskill "On Main, Ohio's the local workforce through hand -on experience, and connect second Innovation Hub: established companies with fresh talent and ideas. Technology and Envision a collaborative innovation hubs not only strengthen local economies today but lay the groundwork for future economic prosperity. community where leading - edge anchor institutions and companies connect Workforce Development with startups, business incubators and Cities are prioritizing workforce development as a key strategy accelerators. The hub to promote economic growth and are investing in programs that will lead to 2,000 new provide career -connected learning opportunities for residents. jobs, more than $39 A 2024 NLC member survey highlighted that municipal leaders million in additional recognize providing wrap -around services like childcare and state and local income transportation as critical to workforce participation and training tax revenue and $500 efforts. Local leaders identified K-12 schools, community and tech - million in new research nical colleges, workforce development boards and local employers dollars. In addition, as critical workforce development partners.3 On Main is estimated For many workers, 2025 has marked a significant increase in re - to produce 3,000 new turn -to -office mandates. The percentage of workers mandated to STEM graduates and work in person at least four days per week doubled between 2023 certificates." (34%) and 2024 (68%).4 This may restore the role of downtowns MAYOR JEFFREY J. MIMS, JR. as employment hubs in the city landscape. Dayton, OH `... Large corporations [are] transitioning staff back to filling office • space in a post-COVID marketplace. Richardson r ; ; stands out as one of ' the D.FW area's prime ' locations for this return, and its resurgence is A_ a top priority for the '" e� city's management and �► economic development team." �r MAYOR BOB DUBEY --� - - - Richardson, TX NLC Downtown Revitalization Correspondingly, 56 percent of respondents are focusing on down town revitalization to spur economic development. Local leaders KEY NLC ECONOMIC DEVELOPMENT RESOURCES: note that downtown revitalization efforts require new investments and collaboration with community members to strike a balance How_Tariffs-Could1mar-ctWral__ between historical context and forward -looking strategies in v rnenugts downtown areas.' �_pgcade�1r�nici��Fr:�rj! Additionally, many mayoral addresses highlight the efforts of local F+r in4-_fama2_QEP_1 or. artists to shape a community's character. Lessons from the 2023-2024 ♦ Sparks, NV commissioned a new public art sculpture for the C?he5_p oonort&nity_Ac _Cohort city's downtown, in addition to commissioning local artists to paint signal boxes on the city streets. 4dojacin�E�nnamlc R!�4il�g and Er�uity, Progress. Success ♦ Garland, TX launched an art walk to engage residents with and Lessons from the Southern Cities Economic Initiative downtown galleries. Creativity and Collaboration for ♦ Springboro, OH highlighted its Performing Arts Center, bring- Healthier Cities ing live performances and art exhibits to residents year -round - Workforce Develapmmt LOL, Local artists can serve as a focal point for community revitaliza- A_Primer for MuNcioal Leatfers tion, facilitating community collaboration and creativity to pave the way for healthier cities.6 Mayors report confidence in their local economies, as evidenced by the multitude of development strategies they are taking on in 2025. While challenges persist, municipal leaders continue to focus on and foster growth. "Our new comprehensive plan, Garland Forward, is coming soon ... [it] will ensure that our development decisions remain responsive to our community." MAYOR SCOTT LEMAY Garland, TX r Vo ..... _,......t. -� f rev � ....�. "L•I: .aa[iUi I1l ��flf lkI 111I111 �` ! iii.[ll!f l 1 JJrI r iifl�l !� 1irowr, il■af I. ■i0111 Infrastructure Infrastructure is an essential investment for communities across the nation. It encompasses vital municipal systems that individu- als rely on every day - streets and roads, bridges, water systems, rail and public transportation networks, broadband Internet and more. Local leaders responding to NLC's Municipal Infrastructure Conditions survey indicate that water systems - including drinking water, wastewater and stormwater - are the most needed infra- structure projects. Water systems support healthy households and provide services to sustain vitality for individuals and communities. According to the 2022 Census of Governments, local governments fund over 98% of all capital, operational and maintenance invest- ments in drinking water, wastewater and sewer infrastructure, "In 2025, we are making significant investments in infrastructure to ensure that ever] neighborhood is safer, more walkable and more connected." MAYOR FRANK SCOTT JR. Little Rock, AR 14 NLC ITATE OF THE CITIES 2025 INFRASTRUCTURE FIGURE 4 Majority of Mayors Feel Somewhat Prepared for Natural Disaster or Emergencies PREPAREDNESS FOR NATURAL DISASTERS OR EMERGENCIES THAT MAY AFFECT LOCAL INFRASTRUCTURE, BY PERCENTAGE OF RESPONSES *Very Prepared .0 Somewhat Prepared oNot Very Prepared Not Prepared At All Source- State of the Cities 2025 Mavoral Survey (n = 215), Note: Percentages are calculated as the proportion of all total responses to the question. "Water is essential for investing over $2.38 trillion from 1993 to 2019 and over $150 billion our daily lives. But more in 2022 alone.7 than that, our water is Many priority infrastructure projects in 2025 also focus on exceptional: as one of the connectivity in and around cities, towns and villages. Mayors are last municipally owned investing in repairs and upgrades to streets, roads and bridges to utilities in Connecticut, enhance transportation and mobility and residents. our water company is a precious and essential Despite such investments in new and necessary infrastructure asset. That's why we've projects, many local leaders report serious concerns around aging placed such a strong infrastructure systems and vulnerability to the effects of natural emphasis on fortifying disasters and extreme weather events. Only 25 percent of city Our systems and leaders are Very Prepared for natural disasters or emergencies developing a reliable that may impact local infrastructure in 2025. In 2024, there were backup plan, especially 27 extreme weather events, with associated losses of over $1 billion in light Of recurring each.e The disaster events in 2024 greatly eclipse the historical droughts that we average of nine events from 1980 to 2024, indicating that the experience almost every frequency of natural disasters - and the associated impact on decade." communities - is increasing. MAYOR ERIN STEWART The high costs associated with infrastructure maintenance and City of New Britain, CT replacement also pose a serious problem for municipalities. NLC INFRASTRUCTURE SPENT ON INFRASTRUCTURE PROJECTS IN CITIES WITH MORE THAN 250,000 RESIDENTS. DRINKING WA T The most common financial challenges for priority infrastructure projects are the rising costs of project materials and labor, in addition to insufficient capital budgets (See Appendix C Table 6). In recent years, municipalities had more access to infrastruc- ture financing through federal funding streams. For example, the 2021 .4rrrerican Rescue -MA Act9 (ARPA), a $1.9-trillion eco- nomic stimulus bill, provided $350 billion to state and local governments as part of the Coronavirus State and Local Fiscal Recovery Fund (SLFRF), which allowed for essential water and internet upgrades in particular. As of June 2024, local governments with popu- lations over 250,000 residents had allocated more than $8 billion to infrastructure proj- ects.10 By December 2026, local government recipients must spend down all of their ARPA funding,11 and the vast majority of survey respondents (81%) indicated that the end of this funding will negatively impact their infrastructure spending priorities (See Appendix C Table 7, respondents answering Most Likely and Likely). Local governments also received historic access to support for rebuilding local infrastructure through the NLC INFRASTRUCTURE Infrastructure Investment and Jobs Act12 (IIJA, also known as the Bipartisan Infrastructure Law).13 As of data from January 2025, over 1,500 cities, towns and villages have been awarded $28.3 billion in direct federal grants to rebuild municipal infrastructure.14 and NLC's Local Infrastructure Hub15 has helped to train thousands of cities, towns and villages on how to access federal infrastructure grants. However, IIJA funding is expiring in 2026, similar to the conclusion of ARPA. Considering the end of these two significant funding streams, local leaders may be faced with a funding "cliff" while still facing critical infrastructure needs, without adequate resources to address them. Even faced with funding challenges and the increased threat of disasters, local leaders continue to invest in the production and preservation of much -needed infrastructure systems for the health and connectivity of their residents. "We're moving from band -aid solutions to comprehensive infrastructure improvements because our residents deserve nothing less." MAYOR CARMELLA MANTELLO City of Troy, NY 1e KEY NLC INFRASTRUCTURE RESOURCES: lct ive Pail S y , See Derailments in Communities Across the U.S. MLLWCOal In rrasrTVCrUre Conditions 2023 Rebuildirrl,�4 rrrerica.:. Tracking Federal Investment in Loppl Infragruct rr Prp What Local Officials Should Do When Facing a iNifdfire: N53Y[gaMg. Disaster Response and Recovery jM] HIM* A. ffim� Budget & Management jmmmlpl� i 025 has already marked financial challenges and have a economic and social condl- a difficult financial year In responsibility to offer stability tlons Sound budgets and many communities. Households to their residents. Local leaders effective management are vital are feeling the Impacts of rising report budget and manage- in facilitating city services, as grocery bills and steep housing ment topics among their chief they stabilize communities costs.' and economic experts concerns this year. and advance progress. Budget are forecasting an Increased and management was the likelihood of a U.S- recession in Budgets serve as essential second most important priority 2025.i1 As community leaders, components of local gover- Identified in survey responses, mayors feel the brunt of these nance that reflect changing though these topics made 18 NLC STATE OF THE CITIES 2025 BUDGET & MANAGEMENT up only 8 percent of overall speech time.* "With a budget that supports hey services and introduces new community initiatives, Richardson continues to embrace big ideas to drive progress and build a brighter future." MAYOR BOB DUBEY Richardson, TX As mentioned in the Infrastructure section of this report, municipal budgets may face uncertainty as the conclu- sions of federal funding pro- grams - ARPA and IIJA - grow closer. The U.S. Department of the Treasury delivered critical revenue replacement funds to cities as part of ARPA's SLFRF program, supplementing mu- nicipal budgets to sustain local service provision and support economic recovery.19 ARPA stabilized municipal budgets throughout the COVID-19 pandemic, guaranteeing direct funding to cities, towns and villages of all sizes across the United States. With the conclu- sion of ARPA in sight, munici- pal leaders may be bracing for impact: 69 percent of mayors responding to NLC's survey indicate the end of ARPA in 2026 is likely to negatively impact both their budget and their city management (See Appendix C Table 8). Additionally, municipalities are facing unique uncertainties associated with the changing federal administration. Given the current administration's ac- tions to reduce federal spend- ing, local government's ability to regularly access federal grant funding awarded to them remains uncertain.20 Congress has also threatened the status of tax-exempt municipal bonds, which are crucial tools to finance infrastructure projects and essential public services.2' NLC is committed to advocating on behalf of cities and strengthening federal -local partnerships, specifically fighting to preserve funding, financing, tax credits and programs that support local governments.21 I* To learn more about how different data sources ranked budget and management, see Appendix A. NLC _ BUDGET & MANAGEMENT Responding to Uncertainty Local leaders are armed with solutions. To cope with budget uncertainties and risks, survey respondents indicated that they most commonly maintain a contingency fund for emer- gencies or unforeseen events (see Appendix C Table 8)... As reported in NLC's City Fiscal Con.ditions_20,2423 report, the majority of cities across the nation have built a healthy rainy -day fund reserve over the last few years. These have not only helped them bounce back from COVID-19 recession shocks but will also assist in weathering the current un- certain fiscal landscape. Local leaders also prioritize flexible policies that enable them to adapt swiftly to changing circumstances. And, in times of crisis, some municipalities may seek assistance from other levels of government or exter- nal organizations while others expand their funding sources. Local leaders are also respond- ing to the needs of their resi- dents. NLC's 2024 Economic Em�7aw _rLn,ent Field Scan24 revealed nearly three out of four cities have either sustained or increased the number of individuals served by financial empowerment programming. Homeowner assistance, small business support and financial education are the most com- mon programs offered by these cities, while benefits access and awareness programs represent some of the longest -running financial empowerment initia- tives among them. No matter the budgetary challenges, mayors actively seek solutions to strengthen the financial stability of their residents and communities. KEY NLC BUDGET AND MANAGEMENT RESOURCES: City Fiscal Conditions 2024 Local Government APPA Investment Tracker America was euirr [�y BEQnd� �rjQr��B_ rri ODpar Qni iQ in h MunicipAl Budgeting Process �J r '-1 9- 1— W . - r Housing n recent years, housing has emerged as a key issue for cities, towns and villages across America. Housing stability is a signifi- cant factor in driving economic mobility and individual well-being. As housing crises continue to plague communities across the nation' - challenges associated with inadequate housmg supply, unaffordable options, low housing quality and more - municipali- ties are being asked more than ever to provide secure and accessi- ble housing units for their residents. The topic of housing is multifaceted, requiring creative, collabora- tive solutions that may financially strain communities. Yet mayors are taking action to address the housing crisis in their communi- ties This year, housing is the third most common mayoral speech topic (16 percent of speech time). In both 2024 and 2025. NLC's i� 4 y• ti 1 ou',, tv "In 2025 I will be focused on removing barriers to grow and develop in our neighborhoods and creating housing opportunities for people that want to live in Augusta." MAYOR GARNETT L.JOHNSON Augusta, GA sr�ss NLC Si:,l I i,f rHE CITME K)25 2i HOUSING OF MAYORS REPORT CHALLENGES ASSOCIATED WITH THE LACK OF HOUSING SUPPLY IN 2025 State of the Cities reports reveal housing as a top priority for local leaders. Housing supply and availabil- ity is the most severe concern for local leaders, with 57 percent of survey respondents rating the availability of hous- ing in their community as Poor or Very Poor (See Appendix C). A tightening construction industry with increasing costs, higher interest rates and re- strictive local policies has made it difficult for communities to build new housing stock.26 Local infrastructure needs - and prohibitive infrastructure costs - also prevent cities from expanding local housing supply, as explained in Infrastructure's Ro,� in Nau�ir�y,.�vela��. Experts estimate the current national housing shortage is approximately FIGURE 5 High Costs and Lack of Supply among the Main Housing Challenges for Cities MAIN HOUSING CHALLENGES FACING CITIES, BY PERCENTAGE OF RESPONSES High Cost of Housing Low Quality of Housing Vacant, Abandoned, Deteriorated Property _ack of Housing Supply Yism Homelessness Source -State of the Cities 2025 Mayoral Survey (n=172), Note. Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. NIhIBYism, or "Not In My Backyard", refers (o residents' opposition to proposed real estate and infrastructure developments in their local area and support for strict land use regulations. NLC �_ - �'_ I —_ , HOUSING 3.7 million units,27 with the recent slowdown of housing construction halting progress.28 Seventy percent of mayors report challenges associated with the lack of housing supply in 202S. "Earlier this year, the Town Council approved the 2024-2025 Cary Housing and Community Development Bloch Grant Annual Action Draft Plan..... this plan will support the construction of 226 new affordable mousing units and the preservation Of 29 existing affordable homes." MAYOR HAROLD WEINBRECHT Cary, NC The other primary challenge identified by 72 percent of mayors is the high cost of housing. Housing affordability concerns are intertwined with housing supply issues, as limited availability drives up prices.29 The high costs of housing may impact local leaders in two ways. First, it is costly to develop housing projects, as the difference between projected costs and available funding sources often leads to a housing funding gap.30 Second, high costs of housing directly impact residents and community members. The U.S. Department of Housing and Urban Development (HUD) defines "affordable housing" as housing for which the occupant is paying no more than 30 percent of gross income for housing costs, including utili- ties.31 As home prices continue to rise - even in previously affordable markets like the Northeast and Midwestj2 - the cost burdens associated with homeownership pose severe challenges. "Safety and opportunity are impossible without a place to call home." MAYOR ERIN MENDENHALL Salt Lake City, UT Mayors recognize the housing crisis will not have a 'one size fits all" solution. In cities, towns and villages, local leaders are launching innovative solutions to address housing - but they cannot solve the crisis alone. HOUSING ♦ Augusta, GA plans to work with private developers to increase the construction of single-family homes and investors to increase com- mercial development. ♦ Memphis, TN is actively addressing properties that are fostering unsafe and unsavory conditions by creating cross -training and information sharing between municipal departments. Local governments have utilized billions of ARPA SLFRF dollars toward housing initia- tives to address homelessness, affordable housing, rental assistance and other housing activities. Various federal and state government programs also facilitate housing produc- tion and preservation at the local level, underscoring the all -hands -on -deck approach to addressing local housing needs Just as cooperation is im- perative throughout multiple levels of government, so are public -private strategies that remove development barriers and facilitate housing finance. Across the United States, local leaders rely on innovative strategies, cross -sector part- nerships, and policy measures to enhance housing supply and affordability. N LC's Housing Sup,oly Acce/erator33 helps munici- palities tackle their housing challenges, providing multilay- ered approaches to expand, preserve and improve local housing conditions through key resources such as the Housing Sup�1Y_�� 1 ia�ol.�ay.�o�34 and the Filling the Gap Tool.3s U "Our administration is committed to providing the tools and support needed to make homeownership and property investment more accessible, helping you turn these once - forgotten spaces into places of pride and community." MAYOR CARMELLA MANTELLO City of Troy, NY KEY NLC HOUSING RESOURCES: Playbook Filling t o_Qap TacL_ 1Lnl�kLng Housina Finance Hotwhy Srly is a Nigh Priaritx for Local Governments Lo / V f n PrevarnWon Polity ODA_P_rQ9LdM_T_=1 m ri a, Housing Q m back F+LC Public Health & Safety aq gnificant concerns around mental health and suicide dominate public health and safety discussions in NLC's 2025 survey, with 96 percent and 95 percent of mayors concerned, respectively (including responses indicating Slightly, Moderately, Very or Extremely Concerned). Public health and safety are among the top priorities overall in the 2025 mayoral speeches (18 percent of speech time overall') and these topics rank as high priorities in the survey.' Public safety is the foundation of community well-being, as it allows FIGURE 6 Mental Health, Substance Use and Cybersecurity Among the Most Concerning Public Health/Safety Issues for American Mayors CONCERN FOR PUBLIC HEALTH AND SAFETY, BY LEVEL AND CONCERN CATEGORY Very✓Extremely Concerned •Slightly/Moderately Concerned •Not at all concerned 100% 0 N 80% w U) Z O 0- 60% cn w 0 40% Z Z — w I UU, 20% w a O% �^eeJ c c P ec� ~ �s� Lyme i` c4]crtu -\ a` Ge2iz� : Y� CONCERN CATEGORY S�1111 P State It the Gtn 1.1). .� to Pei tentage, ere ialwle'�-e a e c on�.it c� o' d [_ Isl •• .0 � •e fu c �.e•;hur ..,mole d. •n �r- aeon• .1n� in'ne ca -",� i n34•c f ulr. ._ �:1 "c For the mayoral speech analysis, Public Safety (11%) and Health and Human Services (7%) were analyzed as distinct categories. In the mayoral survey these two categories were bundled together as "Public Health and Safety. NLC ,-A'E' OF T--F CI -IFS 2025 15 PUBLIC HEALTH & SAFETY "In West Palm Beach, we recognize that a safe environment encourages families to settle down, helps businesses flourish and motivates a community to replace fear with freedom." MAYOR KEITH JAMES West Palm Beach, FL residents to move freely through their communities and facilitates opportunity for youth. At the end of 2024, many cities demonstrated lower crime incidents than the year prior, with violent crime rates even dropping to pre -pandemic levels.36 Yet 94 percent of survey respondents indicate that property crime is on their list of concerns in 2025 and about one-third are Very or Extremely Concerned. The landscape of public safety is changing in 2025, with modern technology posing new threats to cities and their residents. Ninety-eight percent of local leaders expressed concern around cybersecu- rity in the survey (including responses indicating Slightly, Moderately, Very or Extremely Concerned). Research shows that cyberattacks on municipal governments are rising quick- ly, revealing vulnerabilities and inflicting financial damage.37 The complexity of the cyberse- curity landscape is exacerbated by a growing technological skill gap, which poses additional challenges for local govern- ments that may have limited capabilities. " Moreover, there are ongoing concerns around public health as a priority issue among mayors in 2025. Ninety-nine percent of survey respondents indicated they were concerned about substance use (including responses indicating Slightly, Moderately, Very or Extremely Concerned). National drug overdose deaths increased greatly from 1999 to 2022, largely driven by the increase in opioid overdoses.39 Declining national overdose deaths40 may indicate that leaders are taking action to halt substance use issues in their communities, but more recent increased use of fentanyl and synthetic opioids poses severe and unforeseen challenges for communities. As part of the _udstgric se: SLL rung. Y��Xai�r�i i iiI,41 NLC IgLc . PUBLIC HEALTH & SAFETY FIGURE 7 Retention, Recruitment and Creation or Expansion of Alternative Crisis Response Teams Are Top Priorities for Mayors in 2025 PUBLIC SAFETY FOCUS AREA, BY PERCENTAGE OF RESPONSES rC.m-,nilylence Intervention Plan Development 0% 10% 20% 30% 40% PERCENT OF RESPONSES (%) Source State of the Cities 2025 Mayoral Survey (n=95) Note Percentages are calculated as the proportion of all total responses to the question Respondents were able to select mull ple options, thus the total of the count column is greater than toe total number of respondents `... We'll modernize our city's financial operations with updated technology that enhances efficiency and transparency ... These improvements, coupled with strengthened cybersecurity, aren't just upgrades — they're investments in protecting our city and ensuring we're prepared for the future." MAYOR CARMELLA MANTELLO City of Troy, NY has called on Congress and the administration to ensure that federal funds appropriated for substance abuse, treatment, prevention and recovery pro- grams are accessible to cities, towns and villages. Given the focus on behavioral health in public safety, many cities are implementing alternative crisis response teams in 202S (over one- fourth of survey responses). Alternative response teams or "co -responder models" focus on de-escalation and behav- ioral health service provision, providing a people -centric approach to crises of mental health, substance use disorder, homelessness and more.42 Alternative response models can ease the burden on law enforcement and promote mental health initiatives in communities but also require a different approach to workforce development, which many cities are exploring. NLC's i na_ idaq Public 5afey Impact Updates43 offer insight into municipal co -responder models, providing case studies with key statistics on program outcomes. NLC " C 0 PUBLIC HEALTH & SAFETY "We are transforming the culture of LMPD and providing the tools they need to be the most trained, trusted and transparent police department in America ... And we're working with researchers from Ohio State University to help us evaluate processes, policies and practices in real time so we can accelerate reforms, improve transparency and better serve the people of Louisville." MAYOR CRAIG GREENBERG Louisville, KY Public Safety Workforce Law enforcement personnel are an essential pillar of the public safety ecosystem, yet recruit- ment and retention of a diverse public safety workforce is a severe issue requiring attention in cities. In 2024, a survey conducted by the International Association of Chiefs of Police (IACP) revealed that over 70 percent of member agencies found recruitment more chal- lenging in 2024 than in 2019.44 Elected officials can take an active role in supporting police recruitment and retention programs, such as pushing for modernized training methods, prioritizing officer wellness and driving a positive culture.4s Local leaders are facing pressing public health and safety issues, representative of the evolving challenges in municipalities. Recognizing that changes are needed, mayors are committing to immediate interventions while also invest- ing in long-term planning for the health and safety of their communities. KEY NLC PUBLIC SAFETY RESOURCES: 0worturitty &. Impact., �a��►► .�G.�C1� s&�v_.rrrr��nih. Partnershrrs Towarct/ Sa& c Reimaaining Pry li f _ Impact Updates ��[f�Y WQrkforc._.�1Li the Post-COVID Era City Solutions Alignment with Public Priorities State of the City addresses and survey responses, "The state of our city is only Analyzing NLC grasps mayoral priorities by hearing from local leaders as strong as the hands of themselves. However, it is also vital to understand public opinion who you put her in, and by looking into the top resident priorities in 2025. Considering those hands aren't just the how mayoral priorities align with those of their residents fosters hands of a single mayor — a deeper understanding of the issues municipalities face today. they're the hands of all of us working together to secure the future of New Britain." MAYOR ERIN STEWART City of New Britain, CT FIGURE 8 Energy/Environment and Education Garnered the Most Attention from Citizens in 2024-2025 MOST FREQUENT TOPICS SHARED BY RESIDENTS, BY PERCENTAGE OF PUBLIC ENGAGEMENT Public Healtn/s,fety 21% g ,t; ce— from the Ouon,m _ocal-latform from March 30. 2024 to March 30 2025 'Vr re Pcblic Erig3gJ mer`,t on `r ',i a the platform formerly known as Twitter) measures the ratio of costs issued oy local aUrhonues to numoei of hmes '. hese ec-t: mere shared o,, residents -thin each category ?he sample for tweets and retweets differs from one another ranging from the nighest nano found fo, F•iergi reno Fn-,—nm�--nt categor. witr. a total share of 3r) .� r 563 tweets and 16' retweets), to the smallest share for Infrastructure ca;egon, with the 8% Q 818 Lo=-tom ann 18 retweets NLC STATE OF THE CITIES 202S 29 ALIGNMENT WITH PUBLIC PRIORITIES To understand public senti- ment regarding the analyzed categories, NLC considered public engagement on the social network X (formerly Twitter). This platform allows for the calculation of how often posts made by local officials are reshared by users, enabling the measurement of public engagement.' Interestingly, resi- dents most frequently reshared topics excluded from the top mayoral priorities: energy and environment (30%) and educa- tion (28%). However, residents also indicated their interest in two key mayoral priorities for 21 housing (28%) and public health and safety (21%)." "If we want solutions, we have to make an inventory of concerns. We brainstormed, checked social media postings and read Common Council meeting minutes." MAYOR WILLIAM J. "BILL" AIELLO, Olean, NY Cities, towns and villages use a variety of tactics to keep their residents engaged, ranging from traditional municipal governance strategies to more innovative communication channels. Three-quarters of mayors in the survey use town hall meetings to communicate with residents. Press releases and newsletters were also notable communication methods for 70 percent and 58 percent of respondents, respectively. In 2025, social media is the most prominent FIGURE 9 Mayors Primarily Engage Residents Through Social Media and Town Hall Meetings OUTLETS USED BY MAYORS TO ENGAGE WITH THEIR RESIDENTS, BY PERCENTAGE OF RESPONSES *90% 76%. 70% Source State of the Goes 202S Mayoral Survey (n=189) Note Percentages are calculated as the dipper; on of all total responses to the question - respondents were able to select multiple options. Hence, the total of the count column is greater than the total number of respondents For more information on the methodology used to assess public opinion, see Appendix A, To learn more about the differences in mayoral and public priorities, see Appendix A. NLC J_ _- "_ - _ strategy by far, with 90 percent of mayors indicating this form of digital engagement is essential for keeping citizens up to date. Social media allows for real-time interaction and feedback, which facilitate local leaders' connections to their community member needs and challenges. However, local leaders are facing high rates of harass- ment and incivility from their constituents. A 2024 NLC survey revealed 73 percent of respondents have personally experienced harassment and 21 percent of respondents know colleagues, employees or other municipal staff who have experienced it.46 Of the local leaders who experienced harassment, 89 percent faced it on social media and 84 percent experienced harassment at public meetings. NLC's report an (-he Frontllaes_ of Toda ' provides a roadmap for local leaders to turn around the trend of increased political harassment. By highlighting real -world examples of civil discourse, transparent commu- nication methods and inclusive decision -making practices, local leaders can continue building trust with residents and strengthening their communities. ALIGNMENT WITH PUBLIC PRIORITIES "We're breaking down barriers and making city government more accessible, visible and responsive to the needs of our communities." MAYOR FRANK SCOTT JR. Little Rock, AR KEY NLC RESOURCES: P—r=� r�C7Y mm ,akv- Djalague: Civic Discourse 101 &2a(2yati6e Aches to Civic Encyaaement Making PtJb1tC1'Ze�.St�. Accessible to All NLC 1s - Ci- Conclusion "These challenges also highlighted what makes to strong: our ability to adapt, collaborate and innovate." The State of the Cities report offers a holistic look into the most pressing priorities cities, towns and villages are facing in 2025. The report highlights the perspectives and voices of local leaders by synthesizing findings from mayoral speeches, nationwide survey responses and social media analysis of public opinion. MAYOR KENNETH T. WELCH St. Petersburg, FL Overall, municipalities are facing significant challenges in 2025. Municipal leaders anticipate projected increases in costs to deliver services and address resident needs, in addition to the anticipated reduction in federal investment. Localities across the country are rebuilding their infrastructure systems after extreme weather and disaster events. And communities are experiencing severe housing shortages without adequate resources to increase accessible supply. Municipal leaders are under pressure, yet they are armed with actionable solutions. In annual mayoral addresses, elected officials addressed their residents with rousing, hopeful speeches that highlight the strength of their community's character. NLC "The Salt Lake City Rather than focus solely on the pressing challenges of the time, of tomorrow depends mayors highlighted new initiatives, spoke to the strength of their on the decisions we municipal workforce and offered optimistic forecasts for the make today." year to come. Municipalities are finding creative ways to diversify MAYOR ERIN MENDENHALL funding streams, launch housing solutions, create safer cities and Salt Lake City, UT spark economic growth. For over 700yea rs,48 NLC has supported mayors, city council members and municipal government staff by providing unpar- alleled research, leading technical expertise and transformative advocacy campaigns. NLC will continue to champion the lo- cal -federal partnership through the Z025 FpderalAc[iori Aaenda49 and celebrate local government for years to come. This year's State of the Cities report highlights pressing challenges across the top priorities: economic development, infrastructure, budget, housing, and public health and safety. However, the report emphasizes, above all else, the resilience of municipalities. Local leaders are solutions -oriented and committed to improving the quality of life for their residents. United by their belief in a brighter future, municipal leaders are paving the way for progress in cities, towns and villages across the United States. Appendices Appendix A: Methodology For this report, the National League of Cities (NLC) employed three different methodologies: a content analysis of mayors' State of the City Addresses, a survey of mayors, and a quantitative analysis of public engagement with the mayors' priorities. We gathered and analyzed data from three distinct sources for these various methods. A) MAYORAL SPEECHES We conducted a content analysis of 53 State of the City (SOTC) addresses delivered by U.S, mayors between January Is' and March 31st, 2025. Mayoral speeches were collected from municipal gov- ernments' official websites. Each week during the analysis window, a search was conducted on Google for the most recent speeches. The cities were identified, and the speeches were located either on their official websites or through the streaming channels that made them public. At the time of this analysis, these 53 SOTC speeches were the only ones the researchers had the capacity to locate online and then code. To analyze each SOTC address delivered, we focused only on the forward -looking and actionable plans expressed by mayors in their speeches. We then categorized these plans into one of the fol- lowing priority categories: Budget and Management, Economic Development, Infrastructure, Housing, Public Safety, Education, Data and Technology, Health and Human Services, and Energy and Environment. We counted the words used in the speeches as a proxy for each Mayor's time dis- cussing that specific topic for each category. Lastly, we calculated the ratio of the number of words counted for each category to the total number of words counted in each speech. TABLE 1 Percentage of Speeches by Region and Population Category Region/ <10 000 (%) 109000- 50,000- 100,000- 300,000+ Total Population Category 49,999 (%) 99,999 (%) 299,999 (%) (%) South (%) 1.89 5.66 9.43 16.98 5.66 39.62 Northeast/ 189 11.32 3.77 5.66 1.89 24.53 Mid -Atlantic (%) West (%) 0 1.89 5.66 7.55 7.55 22.64 Midwest (%) 0 9.43 1.89 1.89 0 13.21 Total 3.77 28.3 20.75 32.08 15.09 100 Source: Content Analysis of Mayoral Speeches Given between January -March 2025 (N=53). Regions are based on NLC service regions (https://www.nlc.org/membership/). Population data drawn from U.S, 2020 Census. NLC B) MAYORS SURVEY following categories: Budget 10,000 residents and those with and Management; Economic populations ranging from 10,000 NLC conducted a survey targeting and Workforce Development; to 49,999, while cities with more a diverse sample of mayors from Infrastructure; Housing; Public than 300,000 residents represent cities of various sizes across the Health and Safety; Earl Childhood Y , a smaller percentage of survey country (all members of the NLC) K-12, and Postsecondary respondents. This matches the to identify their top priorities for Education; and Energy and distribution of cities nationwide 2025. The survey was distributed Environment (contact authors for by population size. Regarding to 2,327 mayors and was open for the instrument). regional distribution, we noticed responses from February 25, 2025, to March 31, 2025. In total, 238 The distribution of populations a low response rate from the mayors completed the survey and among the responding cities is Northeast census region and are included in our analysis. mostly balanced across the differ- ent population size categories. A the other regions. Survey respondents were asked higher percentage of respondents to assess different topics in the come from cities with fewer than TABLE 2 Percentage of Survey Responses by Region and Population Category Region/ Population Category C10 000 (%) 10,000- 49,999 (%) 50,000- 99,999 (%) 100,000- 29%999 (%) 300,000+ (%) Total South (%) 26.05 11.76 2.52 2.94 1.68 44.96 West (%) 15.13 6.3 2.94 3.78 0 28.15 Midwest (%) 4.2 7.98 1.68 2.1 0.42 16.39 Northeast/Mid-Atlantic (%) 5.04 2.94 0.84 0 0 8.82 Puerto Rico (%) 0 1.26 0 0 0.42 1.68 Total 50.42 30.25 7.98 8.82 2.52 100 Source: NLC analysis of data from the State of the Cities 2025 Mayoral Survey (n=238). Regions are based on NLC service regions (httos://www. Population data drawn from U.S. 2020 Census. NLC _s C) PUBLIC ENGAGEMENT We analyzed social media engagement to understand residents' sentiments regarding government priorities. To conduct this analysis, we gathered data from the Quorum Local Platform. Our study focused on the most frequently used hashtags on X (i.e., the platform formerly known as Twitter) from April 1, 2024, to April 1, 2025, for the same main categories as those used in the survey: Budget and Management; Economic and Workforce Development; Infrastructure; Housing; Public Health and Safety; Early Childhood, K-12, and Postsecondary Education; and Energy and Environment.so Public engagement is defined as the ratio of posts issued by local authorities to the number of times residents share these posts within each category, If you require further information, please feel free to contact the authors.51 When analyzing public opinion, literature highlights two primary reasons for choosing X over other social platforms like Facebook. First, its reach is significant; while Facebook focuses on private groups, X enables users to view third -party posts. Second, and more importantly for this project, the primary purpose of X users is to stay informed about global events and developments, con- trasting with Facebook, which emphasizes maintaining connec- tions with close friends and family.52 D) DATA LIMITATIONS As the three main data sources used for this report (mayoral speeches, the mayor's survey, and social media) are inherently different, there are discrepancies in findings. The differences in prior- ity rankings between the survey findings and mayoral speeches may be attributed to the following reasons: • While mayoral speeches provide public opportunities to discuss municipal plans and initiatives, survey responses consist of private, written replies to an anonymous survey. The survey may also allow mayors to convey more nuance and detail regard- ing specific topics. • For example, the Budget and Management was the second top priority in the survey but this topic ranked much lower in the mayoral speech time (8 percent of speech time). This difference in findings may be explained by mayors viewing their State of the City addresses as opportu- nities to showcase their future plans or describe groundbreak- ing city initiatives - budgetary concerns may not be highlighted on such occasions. City leaders may have ranked budget more highly in the survey, not only because it was conducted anonymously but also because respondents may have had more time to express their nuanced budgetary concerns thoroughly. Two reasons may explain the gap between mayoral and public priorities: The source used to measure public engagement: While the report analyzes public engage- ment on social media, literature reveals that politicians believe direct contact with citizens is the most effective way to learn about public preferences, with mayors engaging residents in conversation to understand their needs.535" In other words, social media data serves as a proxy for assessing public engagement because face-to-face inter- actions between mayors and residents cannot be measured. 2. The public may engage more critically with the issues they perceive; the more salient issues tend to attract greater attention.5556 This could explain why Energy and Environment was the top public priority, as diverse natural phenomena occurred from 2024 to 2025. Record -breaking storms like Beryl, Helene, and Milton, along with wildfires affecting the Los Angeles metropolitan area and San Diego County in California, inflicted severe damage on communities and garnered significant attention on social media. However, if energy and environment are perceived as having significant infrastructure impacts then two of the three mayoral priorities align with res- ident priorities - infrastructure/ environmental resilience and housing. This result underscores the importance of local officials' connection with the community, ensuring that the priorities of both sides can align. NLC C,- Appendix B: Mayoral Priorities Over the Last Decade Mayoral Top Priorities Remain Largely the Same Across Time MAYORAL PRIORITY RANKINGS, YEARS 2014-2025 Category 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Average Infrastructure Public Safety Budgets/Management Housing Health/Human Services Energy/Environment Education Demographics Government Data/Technology Source NLC State of the Cities reports 2014-2025. 8 7 7 8� 8 7 7 fa= 8 6.7 $ 9 9 6 10 a 8 71 9 8 9 10 8W 6 10 9 8.6 1 9 10 9 10 10 9 8 9 9 GCS Note. The results reflect solely the analysis of the Mayoral Speeches_ The numbers indicate the ranking for each topic. Number one signifies the most important topic for the mayors. while number ten denotes the topic that the mayors address the least in their speeches. NLC ^i Appendix C: Figure Tables TABLE 1: Economic Development, Infrastructure, and Housing Among Priority Category Mayoral Mayors' Speeches (%) Survey (%) Economic Development 34% 15% Housing 16% 14% Infrastructure 12% 16% Public Safety 11% n/a Budget -Management 7.8% 15% Health -Human Services 6.7% n/a Education 5.2% 11% Energy -Environment 4.3% 13% Data -Technology 2.9% n/a Public Health & Safety n/a 15% Source: Content Analysis of Mayoral Speeches for 2025 (N=53), and State of the Cities 2025 Mayoral Survey (N=238) TABLE 2: Attracting Businesses and Insufficient Federal and Private Investment Among Major Economic Challenges Facing Cities. [FIGURE 21 Economic challenges % Responses Attracting businesses 62% Insufficient federal and/or private investment 45% Insufficient childcare providers 35% Poverty 32% Other (please specify) 26% Underemployment/Unemployment 21% Inequality 17% Source: State of the Cities 2025 Mayoral Survey. Figure Notes: Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 193 responses. N!_C . - TABLE 3: Responses Rating the City's Economic Situation as Acceptable, Good or Excellent Increased by 5% Compared to Last Year. 2024 2025 % Count % Responses I Count Responses Very poor 8 1% 8 4% Poor 21 18% 21 11% Acceptable 51 30% 56 29% Good 63 37% 76 39% Excellent 23 14% 34 17% Total 170 100% 195 100% Source: State of the Cities 2024 and 2025 Mayoral Survey (N_2024=170; N_2025=195). TABLE 4: Business Attraction, Downtown Revitalization, and Workforce Development Among the Most Utilized Strategies by Mayors to Address Economic Development Challenges. [FIGURE 31 Strategies % Responses Business attraction and retention (providing financial assistance to encourage businesses, assistance with permits, licensing, connecting businesses with relevant networks and resources) 67% Downtown revitalization (arts investments, business improvement districts, etc.) 56% Workforce development (skills training / wrap -around supports for workers) SS% Investments in tourism and hospitality 44% Innovation and technology (entrepreneurship services and/or incubator programs) 37% Increased green and sustainable development 26% Other (please specify) 11% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 189 responses. NLC_: TABLE 5: Majority of Respondents Feel Somewhat Prepared Toward Natural Disaster or Emergencies EFiGURE 41 Preparedness % Responses Very prepared 25% Somewhat prepared 54% Not very prepared 17% Not prepared at all 4% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Sample size (N): 215 responses. TABLE 6: Insufficient Capital Budget Rated as The Most Significant Financial Challenge for Infrastructure Projects. Infrastructure Category % Responses Insufficient capital budget 67% High debt levels or financial constraints 28% Competition for limited financial resources in city budget 45% Inadequate grant or loan availability 51% Limits by state on raising revenue locally 26% Delays in funding approval 23% Rising costs of project, materials and labor 70% Uncertainty in future funding 48% Unreliable state or private sector business partnership 13% Other 3% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Sample size (N): 215 responses. NLC . TABLE 7: Sixty-nine Percent of Mayors Indicated That The End of ARPA in 2026 Is Likely to Negatively Impact Their Budgets. Category Most Likely Likely Not at all Infrastructure 52% 29% 18% Budget & Management 33% 36% 31% Economic & Workforce Development 29% 38% 33% Early Childhood, K-12 & Postsecondary Education 24% 33% 42% Housing 34% 31% 35% Public Health & Safety 31% 35% 34% Energy and environment 33% 34% 34% Source: NLC Municipal Infrastructure Conditions Survey, January -March 2025. Figure Notes: Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 216 responses. TABLE 8: To Cope With Budget Uncertainties and Risks, City Leaders Most Commonly Maintain a Contingency Fund for Emergencies or Unforeseen Events Preparedness category % Responses We maintain a contingency fund that can be used in case of emergencies or unforeseen events. 78% We diversify our revenue sources 32% We reduce dependence on volatile or unreliable sources 31% We implement flexible and adaptive policies that can be adjusted or modified according to 47% changing circumstances We seek external support or assistance from other levels of government or organizations. 45% Other 1% Source: NLC Municipal Infrastructure Conditions Survey, January -March 2025. Figure Notes,, Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 195 responses. NLC TABLE 9: High Costs and Lack of Supply among the Main Housing Challenges for Cities. EFIGURE S1 Housing challenges % Responses High cost of housing 72% Lack of housing supply 70% Vacant, abandoned, and/or deteriorated properties 37% Community opposition and/or NIMBYism (NIMBY = Not In My Back Yard) 28% Homelessness 23 % Low quality of housing 22% Land use restrictions (e.g., zoning) 13% Other (please specify) 9% Displacement 8% Evictions 6% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 172 responses. TABLE 10: Fity-seven Percent of Survey Respondents Rated the Availability of Housing in Their Community as Poor or Very Poor. Availability Rating % Responses Very poor 13% Poor 44% Acceptable 30% Good 12% Excellent 1% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Sample size (N): 174 responses. TABLE 11: Substance Use, Mental Health and Cybersecurity Among the Most Concerning Public Health/Safety Issues for American Mayors. [FIGURE 61 Concern Category Not at all concerned Slightly/Moderately Concerned Very/Extremely Concerned Mental health Substance use 4% 1% 40% 45% 56% 54% Other (please specify) 30% 20% 50% Cybersecurity 2% 59% 39% Suicide 5% 58% 38% Emergency preparedness (inclusive of natural disasters) 6% 57% 37% Violence 9% 57% 34% Property crime 6% 64% 29% Traffic accidents 10% 61% 29% Clearance rates 25% 62% 13% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Sample size (N) varies depending on the category, ranging From N=110 for "Violence" to N=10 for "Other", TABLE 12: Retention, Recruitment and Creation or Expansion of Alternative Crisis Response Teams Among Areas that Require the Most Attention. [FIGURE 71 Focus areas % Responses Retention and recruitment of a diverse public health and safety workforce 43% Creation or expansion of alternative crisis response teams 36% Development of a community violence intervention plan 28% Police accountability 24% Reentry programming for returning citizens 13% Source: State of the Cities 2025 Mayoral Survey. Figure notes: Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 95 responses. NLC - - TABLE 13: Energy/Environment and Education Garnered The Most Attention from Citizens in 2024-2025. [FIGURE 81 Priority Category % Responses Energy and Environment 30% Education 28% Housing 28% Public Health and Safety 21% Economic Development and 20% Workforce Budget and Management 13% Infrastructure 8% Source: Data gathered from the Quorum Local Platform from March 30, 2024, to March 30, 2025. Figure notes: Public Engagement on X (i.e., the platform formerly known as Twitter) measures the ratio of posts issued by local authorities to the number of times these posts were shared by residents within each category. The sample for tweets differs from one another, ranging from the highest one found for the Economic Development and Workforce category, with a total of 1,674 tweets, to the smallest sample of 46 tweets for the Budget and Management category. TABLE 14: Social Media and Town Hall Meetings among The Top Outlets Used by Mayors to Engage With Their Residents. [FIGURE 91 Priority Category % Responses Social media 90% Town hall meetings 58% Press releases 70% Newsletters 76% Other 16% Source: State of the Cities 2025 Mayoral Survey, Figure Notes; Percentages are calculated as the proportion of all total responses to the question. Respondents were able to select multiple options, thus the total of the count column is greater than the total number of respondents. Sample size (N): 189 responses; NLC .' �: Endnotes 1 Omeyr, F., Montes-Diaz, I. (2024), State of the Cities. National League of Cities. t�(I f gpj�Orp/resgt[(C�3tate tdes�rie�,�z�tC nl�t�rpal League of �Irres CNI:1. 5tat� aitAe 3 National League of Cities (2024). Workforce Development 101: A Primer for Municipal Leaders. National League of Cities. itL1RkWUdG4Lt6t19%L�SfluCG��YY!?Lk�[LCGOt7+3L1LiLd A�tI12�CCfuC+� Odd {eyGS% 4 De Smet, A., Weddle, B., Hancock, B., Mugayar-Baldocchi, M., and Taylor Lauricella, (2025). Returning to the office? Focus more on practices and less on the policy. The McKinsey Quarterly, bL(erg//srww.rr+�kinseycom/catlabit raeonle and-nr a�lyBtrona!-nerformar�e[Qurv+nsights/returning-to-the-oNrce-fc+cus-mare-on-nractrcrs-and-les�mcn_- the -policy 5 Pedrosa, S. (2024, December 20). From the Event - City Summit Perspectives on a New Downtown National League of Cities. b DS%/awnlr y�vlVcLSj2oz,�%(2 ry7m h [ �+tC S ?+►�f[:i4 SA CCIXPS;pIJ + ff_4wL�X47 ?9C 6 Gemplerm G. (2024, October 2). Creativity and Collaboration for Healthier Cities. National League of Cities. bLiersitml_ 7 United States Census Bureau (2025). 2022 Census of Governments [Dataset]. United States Census Bureau. Retrieved March, 2025, retrieved from rogra -surve"1CX btmj 8 NOAA National Centers for Environmental Information (NCEI) (2025). U.S. Billion -Dollar Weather and Climate Disasters. NOAA National Centers for Environmental Information (NCEI). bup//zRggy/ss�b!(Jj�p DOI: 10.25921/stkw-7w73 9 National League of Cities. American Rescue Plan Act. National League of Cities. htt��/Ilvwivnlc2eovrd•19- I;a-nde jci&,s onseZei?2PJ'rcanmiscue-plan-act/ 10 National League of Cities, Brookings Metro and the National Association of Counties (2024)_ Local Government ARPA Investment Tracker [Dashboard]. National League of Cities. Retrieved March 31, 2025, from httos.//wwwn/c. R r lLCLi1RC@�ii]tLCQ O dI JL+1C etL�enLUAaW 11 Bauer, J. and Rochford, P. (2025, March 13), Cities and Towns Navigate the 2026 SLFRF Spending Deadline. National League of Cities. b=;4 vnfrb rt+cle/2O25/O3r7 f I q-tcwr+s-roaviaale-the-2O2s^sfirf nding- d€smrac/ 12 Office of Governmental, International, and Public Affairs. (2023, February 16), Bipartisan Infrastructure Law (BIL) / Infrastructure Investment and Jobs Act (IIJA). U.S. Department of Transportation, Pipeline and Hazardous Materials Safety Administration. FromtEt /phmsaygtaa�ilea+strve-mandates%b+p�sfLa�ILUCtyLe +n! 85[�tLL�•inv�SLrrren�a�14S2S-dSL'�+la 13 U.S. Department of Transportation Pipeline and Hazardous Materials Safety Administration (2023). Bipartisan Infrastructure Law (BIL) / Infrastructure Investment and Jobs Act (IIJA). U.S. Department of Transportation, https.l Y/ ,Ph-. _Q(SAYE`�9iS VP-> a(ldateS/b+R.Alt+S.3LL_++3�}. £iI,iLSC+,{1 .i2bL�bi�-f.Ord£f 1+i .lrJ.t!��Ri.ava' ft:!ffcN; - 14 National League of Cities (2024). Rebuilding America: Tracking Federal Investment in Local Infrastructure Projects [Dashboard]. National League of Cities. Retrieved March 31, 2025, From: h 1psf/V1EVkyp ,prg[rC£Ri1CCe/K.'Ou{(Cting, r70?@C[C�f>r.CII_}fJ'..dsi�tl.�eQL-+?7-iP1LLiL!2J�'I5� 15 Local Infrastructure Hub. h - lQcs7lj' &Asbmcu ilk 16 U,S. Bureau of Labor Statistics (2025). Consumer Price Index - February 2025. U,S, Department of Labor. htip www 6ls=y62Cws fWeas p,1= nr0Atm 17 Jose, J. and S, S. (2025, March 31)_ Goldman raises odds of US recession to 35%. Reuters. htrps//wwvrreu rs.S� Lt7k�fSlSIS/SAl3L�ld2E9F�5PeC[S us -fed deliver -three rate cuts 2025 2025-03-31 18 National League of Cities (2024). Municipal Finance and Infrastructure over the Last Century, National League of Cities. https./(�Qr�r/r��P•�p,{1ipl�y!•resource cakr"e-inlras�p�puer•the last—centu/ 19 Taylor, J. and Bauer, J. (2025, March 10), How Two Cities Used ARPA Funds to Support Critical Local Services, National League of Cities,(xh4//�Wy[i[Cprg%3itJQ/�lQk�tyy{�-dtr�s-rg81f{to sv7? NLC 20 National League of Cities (2025, March 20). Presidential Actions Summary: Impact to Local Governments. National League of Cities,rJr(}SSIftllry;ifnp�C�-(p_[p={anrrntsl. 21 National League of Cities (2025, March 28). Advocacy Alert: Support Tax -Exempt Municipal Bonds. National League of Cities.&thUILOaMotcQ.c�/eventslarltincacv_aler_tsv�a rtc�+;va� 4ands/ 22 National League of Cities (2025, February 5). 2025 Federal Action Agenda. National League of Cities. https. www �C.o�C[E��+rrseC.�0,251edaral-aclf�d4e�+ d�/. 23 Omeyr, F. (2024). City Fiscal Conditions- National League of Cities,rLp[r�Qtresou�r CandL&Qns-20241 24 Szakos, K., Goldberg, H., Hain, P., Hasty, C., Goldsmith, D. (March 25, 2025). National League of Cities. ht[ s. wwwn/c. OrClrFS�[i�eb.�1_�C>3��pf�l3ttt�I�IFax7L-Ct,�r7,�I9si�L[t7k� shateaies-lSnr�i sSsdmm-a-2D74�£ieJdvs� 25 Keene, D. E., and Blankenship, K. M. (2023). The affordable rental housing crisis and population health equity: A multidimensional and multilevel framework. Journal of Urban Health, 100(6), 1212-1223, 26 Schuetz, J., Geiler, G. and Pita, A- (2024, May 13). THE CURRENT: Cities need more housing. ADUs can help, The Brookings Institution. hips./w�roarbmpar[ar[jsiQ.Crties•needmare•hausina•adus ean•helni 27 Mac, F. (2024, November 26). Economic, Housing and Mortgage Market Outlook - November 2024 1 Spotlight: Housing Supply. Freddie Mac, htlaSf%ww.fr + m/researcj[(r�r��l/��uF ecnnomyre+na+ns- res+Gen 28 Mac, F- (2025, January 24)- Economic, Housing and Mortgage Market Outlook - January 2025_ Freddie Mac- hC[p5;/�yrr�PafCCddf!L'./±7r].CCp��rES�r3C��/+`Ot�CB5f/�{7250�QJ' 5.;£CQC+BR1k�CtJ�:SL+'OA�B+'�C��'-.��Qf15�na%20 ConsttuCL+CrJ �QSIOY,YkdQfR���LVOY€f23beL. 29 Weinstock, L. R. (2023). U-S. Housing Supply: Recent Trends and Policy Considerations (R47617). Congressional Research Service. �j[b3�/Qd+SyN ipperess�oCay/ fSy7f e{ r%�3¢jFL 30 Onuaja, S. and Minster, S. (2025, January 22). Filling the Gap Tool: Unlocking Housing Finance, National League of Cities. &fV,%Z&W&0jfrQa71�s�+[cce%Ci[l 9 r�ie aps�[aric[a��*szus%r l[taace_tav// 31 U.S. Department of Housing and Urban Development (2011), Glossary of Terms to Affordable Housing, U.S. Department of Housing and Urban Development. F[[��41laFrhn�s.hudar lny[gQgdtgrles/2Qf1 Od•O&afosc� 32 Joint Center for Housing Studies of Harvard University (2024). The State of the Nation's Housing 2024. Joint Center for Housing Studies of Harvard University.-rchrvardl3kEJJ3[(AIJS�]AS1i2C2 33 Housing Supply Accelerator. National League of Cities./ffyy{�rgj�yg([rrQuS+nBIJpLlly.:[LQ� 34 Lowery, L., Wallace, M., Jordan, J., Lang, L., Onuaja, S., Chapman, M. (2024, May 15). Housing Supply Accelerator Playbook. National League of Cities. 1tp_/ay-2o9V 35 National League of Cities. (2025). Filling the Gap Dashboard: Federal Programs EDashboard]. National League of Cities- ht1Rs/l�vIcs�caLcessautceLYrllfnsl�rap-ut>!rSios h4vs Firnc[1d➢�ld� the sr��daf�kaP C�dera►- star; mas•amz 36 Lopez, E. and Boxerman, B. (2025). Crime Trends in U.S, Cities: Year -End 2024 Update. Council on Criminal Justice. httns//cauncilQnrr•oralcrimc•[rends-+�-u-s-cr[ies awr�nd-2024 pate/ 37 Fox -Sowell, S. (2024, January 30). Cyberattacks on state and local governments rose in 2023, says CIS report. StateScoop. [itrnsJls SCp Ctarr�(ransamovare-malwarer,yberatfacks=r+s•reaart2Q2+11 38 World Economic Forum (2025, January 13). Global Cybersecurity Outlook 2025: Key Insights. World Economic Forum.http fL�vn cetor-ur+��1pvWjCaU0nsLg!vraL-cy-f>Rr.,�.ccvr+i(y-autlep+t-202!Ld L—st/_ 39 U.S. Centers for Disease Control and Prevention (2024, November 1). Understanding the Opioid Overdose Epidemic, Overdose Prevention, U.S. Centers for Disease Control and Prevention, 40 National Vital Statistics System (2025), Provisional Drug Overdose Death Counts EData set]. National Center for Health Statistics, U.S. Centers for Disease Control and Prevention. Retrieved April 5, 2025, from: (1LFps,/ rwc&_._QQyZ r3�'ttsL f�i7Sce�d�3%xi,htm 41 National League of Cities. Substance Use: Supporting City Solutions. National League of Cities. hkrps f/ w.nlc&wW f[z[�s+lzs[an�:r�s_e=s�r.»r[i�LGzsvls[G'sr�s/_ 42 Grice, I. and Minster, S. (2024, June 25). Reimagining Public Safety Impact Updates. National League of Cities. hLr=1�Yzww,Vrafg/lG'iOftCG�ll?I1JPd iningp.Ui��I S�f .d.C.L-VR�'+`dC :C� [h27 Ck�r'len QlliLL+3CCILki/it.7i- .Cvcamsract>[PS>2QRes�vaase9.5.2�t;'Ja�fs.. &ar+�lr�ocsspansa�2P.ezodels NLC 43 Grice, I. and Minster, S. (2024, June 25). Reimagining Public Safety Impact Updates. National League of Cities. btLRsJJww�tnlrCrl9/!�iC�CP/1F1LG+�3tez9`f�ut�lrt,�j imnaCt�lRd,9LesL 44 International Association of Chiefs of Police (2024). The State of Recruitment & Retention: A Continuing Crisis for Policing. International Association of Chiefs of Police- htp;/yy_v{iy.lhpia�p_Qi(e��fgt��Qzd-it/fACA 45 Bureau of Justice Assistance and Office of Community Oriented Policing Services (2023). Recruitment and Retention for the Modern Law Enforcement Agency, Bureau of Justice Assistance and Office of Community Oriented Policing Services, U.S. Department of Justice. j}�f��ggy[ppQt(p�q[♦O]Cii6}'j)gpA�?2j��9[pSXF[ 46 Bauer, J. and Taylor, J, (2024, October 20), How the Upcoming Election is an Opportunity to Improve Local Civil Discourse, National League of Cities, hs#�w n pfgro%,�FticleJ3�Qf3�jw the �ncomirna•c►Ctfioq�s a RiQ614i�UI,Tfs�LUJL+1pl�Y�RCd�C1.Yf1�liCl2lCCS�� 47 Brooks, J.A., Leighninger, M„ Jordan, C„ Grande, A., Richardson, S. and Darboe, Z. (2024, November 8). On the Frontlines of Today's Cities: Civil Discourse, Engagement and Trust Building. National League of Cities. On the FrnrrtGhes aP Todav's Ci[ir g;,�nrr! brscouGs�..�'p�s?ge2�dJ��%Lsl,�itu1C[lpg�N�tivCldl_[.�9u.� Of�+t[�F 48 NLC 100 Years. (2024). National League of Cities. [rpy//�lr7O0,Olg[ 49 National League of Cities. (2025, February 5). 2025 Federal Action Agenda. National League of Cities, https: www. rltcs4t►[r eCz Q�SIe[a c [n�an� da% 50 It is important to mention that there were three criteria for choosing those specific hashtags: 1) That the number of appearances was significant (>10); 2) that the description/wording of the hashtag made sense with the category analyzed, and it was in line with the subitems asked in the Mayors' survey; and 3) The hashtag also appeared as a retweet. For each category, we focus only on specific hashtags to be more accurate in the topic. For each category, the hashtags utilized were the following: Infrastructure: #infrastructure, #publicworks Budget and Management: #budget, #finance Economic Development and Workforce: #economicdevelopment, #hiring, #workforce, #workforcedevelopment, #jobs, #jobalert, #smallbusiness, #shoplocal Housing: #Housing, #Affordablehousing, #homelessness, #homeless Education: #education,#teachers Energy and Environment: #energy, #cleanenergy, #sustainability, #environment, #renewables, #climate Public Health and Safety: #publichealth, #publicsafety, #mentalhealth, #lawenforcement, #unitypolicing 51 To clarify, the database does not allow for a count of how many times a post was reshared by platform users, Our assumption for the quantitative calculation is that each post was shared only once. 52 Johnston, K Chen, M. M„ and Hauman, M. (2013). Use, perception and attitude of university students towards Facebook and Twitter. Electronic Journal of Information Systems Evaluation, 16(3), pp200-210. 53 Walgrave, Si, & Soontjens, K. (2023), How politicians learn about public opinion, Research & Politics, 10(3). https://doi, org/1OJ177/20531680231200692 (Original work published 2023). 54 Shannon WW. (2014). Candidates for Office: Beliefs and Strategies. By John W. Kingdon. (New York: Random House, 1968. Pp, 176). American Political Science Review, 1969;63(4):1314-1315, doi:10,1017/50003055400263600 55 Wlezien, C., and Soroka, S. (2021, December 22). Public Opinion and Public Policy. Oxford Research Encyclopedia of Politics. Retrieved 16 Apr. 2025, from 9,Z-15cretrelgzRWO22MM20-1. ooV acrp—fore- 780190228637-e-74 56 Page, B_ I_, and Shapiro, R. Y. (1983). Effects of public opinion on policy. American political science review, 77(1), 175- 190. - NLC - NOT AN NLC MEMBER? Join today. NLC is the leading resource for local leaders, advocating relentlessly for America's cities, towns, and villages and delivering best practices to build thriving communities. Join at www.nlc.org/membership NLCNATIONAL LEAGUE OF CITIES A CENTURY OF STRENGTHENING CITIES 1 M 1 2 2 ■ �.11 IN ! f ■ 0 1 ■ ■i■ M I WERE ■■■ ■ 2 ■ Z WE I I 1 — ■ ■ aKII0i man ■ ■ I I a I III Item Number: IP3. a CITY OF IOWA CITY "QR T-4 COUNCIL ACTION REPORT July 24, 2025 Memo from City Assessor: Iowa Property Assessment Appeal Board and District Court Notice of Appeal Attachments: Memo from City Assessor - Iowa Property Assessment Appeal Board and District Court Notice of Appeal OFFICE OF THE IOWA CITY ASSESSOR JOHNSON COUNTY ADMINISTRATION BUILDING BRAD COMER ASSESSOR MARTY BURKLE CHIEF DEPUTY TOM' STAMMLER DEPUTY To: Affected Taxing Districts From: Brad Comer, City Assessor Re: Iowa Property Assessment Appeal Board and District Court Notice of Appeal Date: July 21, 2025 Iowa Code Section 441.39 (2018) requires assessors to notify taxing bodies when an assessment of more than $5 million has been appealed to the Iowa Property Assessment Appeal Board (PAAB) or to District Court or when an appeal to PAAB requests a reduction of $100,000 or more. The following properties meet those criteria. Appealed Property 2024 Assessment To Owner Address Type Assessed Requested Medical Value District Court Mercy Facilities, Inc. 601 E Bloomington Office $ 3,254,570 Unknown District Court Hy-Vee 1720 Waterfront Dr Grocery $ 10,121,500 $ 5,060,800 District Court Hy-Vee 812 5 1" Ave Grocery $ 6,773,180 $ 3,386,600 District Court Hy-Vee 1125 N Dodge St 8 Land Parcels Grocery $ 7,077,280 $ 3,538,600 Assessed as Commercial 11-13-204-001 $ 64,760 11-13-204-002 $ 64,760 11-13-204-003 $ 65,390 11-13-205-001 $ 310,550 11-13-205-002 $ 242,620 Owner 11-13-205-003 Vacant $ 267,260 requests District 11-13-205-004 Land $ 627,410 Agriculture Court IWV Holdings, LLC 11-13-205-005 $ 102,040 Classification 913 SOUTH DUBUQUE STREET • IOWA CITY IOWA 52240 TELEPHONE 319-356-6066 Appealed Property 2024 Assessment To Owner Address Type Assessed Requested Value PAAB JNB Campus, LLC 200 ACT Dr Office $ 14,924,680 $ 6,500,000 Medical PAAB Iowa Cancer Cure LLC 3010 Northgate Dr Office $ 5,811,180 $ 3,800,000 PAAB Iowa City ES Hotel LLC 314 S Clinton St Hotel $ 9,392,740 $ 5,558,467 Iowa City Hotel PAAB Associates 328 S Clinton St Hotel $ 17,732,480 $ 12,700,000 PAAB Alpla Inc. 2309 Heinz Rd Industrial $ 10,557,180 $ 9,508,554 PAAB Hills Bank & Trust 2621 Muscatine Ave Bank $ 1,936,520 $ 1,406,880 PAAB Hills Bank & Trust 1401 S Gilbert St Bank $ 4,126,400 $ 3,283,600 Hickory Trail Senior i Senior PAAB Living, LLC 2450 Hickory Trail Living $ 29,526,900 $ 19,800,000 PAAB Alpla Inc. 2258 Heinz Rd Industrial $ 7,553,550 $ 5,541,018 Item Number: IP4. a CITY OF IOWA CITY "QR T-4 COUNCIL ACTION REPORT July 24, 2025 Civil Service Entrance Examination - Senior Treatment Plant Operator - Wastewater Attachments: Civil Service Entrance Examination - Senior Treatment Plant Operator - Wastewater 1 r i CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (319) 356-5000 (319) 356-5009 FAX www.icgov.org July 17, 2025 TO: The Honorable Mayor and the City Council RE: Civil Service Entrance Examination — Senior Treatment Plant Operator — Wastewater Under the authority of the Civil Service Commission of Iowa City, Iowa, I do hereby certify the following named person(s) as eligible for the position of Senior Treatment Plant Operator — Wastewater. Andy Pierson Iowa City Civil Service Commission Rick Wy s, Chair Item Number: IP5. a CITY OF IOWA CITY "QR T-4 COUNCIL ACTION REPORT July 24, 2025 Memo from Assistant City Manager: 2025-2026 Bow Hunt -Eligible Public Properties Attachments: Memo from Assistant City Manager - 2025-2026 Bow Hunt -Eligible Public Properties � r t CITY OF IOWA CITY CITY OF IOWA CITY MEMORANDUM Date: July 24, 2025 To: City Council From: Kirk Lehmann, Assistant City Manager RE: 2025 — 2026 Bow Hunt -Eligible Public Properties The City's 2025 — 2026 Bow Hunt season will begin September 20, 2025, and end January 10, 2026. The bow hunt is part of the City's Long -Term Deer Management Plan, which includes a mix of non -lethal interventions, annual urban bow hunts from 2024 through 2029, and a single year of professional sharpshooting subject to State approval between 2026 and 2029.The upcoming season will be the second of five years of bow hunts approved in that Plan and the sixth year of the program. More information is available at www.icgov.oM/deer. The 2024 — 2025 Bow Hunt Program results can be found in the annual report available online at www,icgov.org/deer. In total, 44 deer were harvested (up from 32 the prior season). The continued growth was due to the City's active recruiting of targeted property owners in key areas with high deer densities, changes to the hunt rules approved last year, and expanded hunting on specified public properties. While the cooperation of large private property owners is also important, the City should not depend too heavily on them as their participation is entirely voluntary and could change from year to year. To continue improving the success of the hunt, City Council established a process to allow hunting on specified public lands (Resolution 23-243). Staff first provides a recommended list of City -owned property to be eligible for participation in the upcoming bow hunt season. Unless Council directs staff to place the matter on a future agenda, the listed properties become eligible for the Bow Hunt Program without further Council action. Increasing the amount of public land participating in the bow hunt is viewed favorably by the Iowa Natural Resources Commission which approves all deer depredation activities. Since 2023, the City has increased the number of public properties that participate in the Bow Hunt Program. City -owned properties on which staff recommends allowing hunting for the 2025 — 2026 season, and the dates they were initially approved, can be found in Figure 1. Maps of these properties can be found in Appendix A. The maps show public access to the properties and the 150-foot area adjacent to homes, buildings, property lines, and trails in which hunting is not allowed. These properties are also publicized by posting the maps to www.icgov.org/deer and by issuing a media release to inform the public. July 24, 2025 Page 2 Figure 1: 2025 — 2026 Bow Hunt -Eligible Public Properties Address/Description Parcel Number(s) Approved 1150 Covered Wagon Drive 1022402001 Sept. 5, 2023 2510 N Dodge Street 0736327001 July 18, 2024 2099 Bristol Drive 0735355001 July 18, 2024 101 McCollister Boulevard 1022353001 & 1027226001 July 18, 2024 Sycamore Greenway south 1026403002, 1026403001, 1025326003, July 18, 2024 of Lehman Avenue 1025326004, 1025326005, 1025351003, & 1026476009 820 Park Road 1004376002, 1004376004, 1004377002, Oct. 10, 2024 (i.e. Ned Ashton House) 1004377004, 1004377005, 1004377008, 1004377009,1004377010,1004378001, & 1004378002 200 Park Road 1003351001, 1004403001, 1004403002, Oct. 10, 2024 (i.e. City Park) 1004403003, 1004403004, 1004403005, 1004403006,1004404001,1004478001, 1004478002,1004478003,1004478004, & 1004476001 West of Shannon Drive 1018432001 New Ryerson Woods 1028426002 New Hickory Hill Park Expansion 1002477001 New Peninsula Park 1004351003, 1004351004, & 1005477001 New Scott Park 0918233001 New To ensure adequate safety, Ashton House and City Park are subject to additional restrictions: 1. Hunting times and locations will be restricted to avoid periods of heavy use and areas with programmed activities, to be approved by the Director of Parks and Recreation. City Park is already closed from dusk to dawn although persons may use the trail. 2. If hunting occurs within 150 feet of a trail, that trail will be closed, and signage placed at all entrances to the trail to prevent potential conflicts. 3. Staff and organizations that are programmed in the area will be informed of the presence, times, and location of any approved deer stands. 4. Bow hunting will only be permitted for City employees. If there is insufficient interest from City employees, hunting may be expanded to approved hunters who have at least one year of experience hunting in Iowa City with no issues. All the rules applicable to non -City owned property apply to City -owned property, though hunting may be allowed within 150 feet of parks if authorized by Council, such as the public properties in this memo. In some cases, adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown on the maps in Appendix A. The rules for the hunt will be posted on the City website at ww_w.icgov.ogldeer. Appendix A 1150 Covered Wagon Drive Legend Lot Line Right of Way -- Trails Hunter Access Points Bow -Hunt Eligible 150-foot Separation (Bow Hunt Ineligible`) .[_ 1. L Cherry-Ga UJ i -Ave- - r �- r �. - -- C{t�rit r 'Pepper -Dv N y I` 3riar I]s . m ...` 1 hocC `1 a;: Blvd `Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. I. 0 -- 6urnc" AVe lIII I� i i- 2510 N Dodge Street Legend Lot Line Right of Way Trails Bow -Hunt Eligible 150-foot Separation (Bow Hunt Ineligible*) -- Hunter Access Points 2099 Bristol Drive OP --Moss.Ridge Rd�'� - QQ Glw,. Interstate 80 _7 8riStOl .Or C�a � ` oaki�s� t 600 S Peet Rd *Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. 101 McCollister Boulevard Legend O o; o tll 1 Lot Line ° Right of Way n ' Trails ° Hunter Access Points Cafe's Gormrnu ni Bow -Hunt Eligible M.O ife Home park„ 150-foot Separation 0 Bow Hunt Ineligible-)4 I pt -------McCollister . Blvd Z.i- 0 150 300 600 US Feet *Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. Sycamore Greenway South of Lehman Avenue Legend Lot Line f Right of Way Trails Kountry - Ln SE I� Bow -Hunt Eligible 150-foot Separation (Bow Hunt Ineligible*) - -- Hunter Access Points F I� I ll r I 0 150 300 600 US Feet i *Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. City -Owned Areas in Manville Heights 2 Legend Tad . - Lot Line M _ N -Right of Way Manville Heights Boundary City Aark_RQads - Contiguous City -Owned Property - _ ou Proposed Bow Hunt Eligible a�pi.- ' a. ® 150-foot Separation (Bow Hunt Ineligible*) Trails 3S Park Ra, r � OakridgQ-Ave rya r 3 i-Op vJillis '^ Manorr St [. E Pa -,W. Park Rd _ - .. . — -- rk Rd � �'�c� ` P, `�-- -- It Grove St �125 656 0. US Fre `^ - - ❑ N� "� 7"'� /_ r J 1 33 Ned Ashton House Parcels 1004376002, 1004376004, 1004377002, 1004377004, 1004377005, 1004377008, 1004377009, 1004377010, 1004378001, & 1004378002 City Park Parcels 1003351001, 1004403001, 1004403002, 1004403003, 1004403004,1004403005,1004403006,1004404001,1004478001, 1004478002, 1004478003, 1004478004, & 1004476001 *Waivers to the 150-foot buffer may be signed by property owners to allow a hunter to hunt in areas currently shown as Bow Hunt Ineligible. West of Shannon Drive (Parcel 1018432001) Legend Lot Line Right of Way Trails Bow Hunt Eligible 150-foot Separation (Bow Hunt Ineligible*) -- Hunter Access Points Duck Creek Dr � Foxat�a � Ryerson Woods Shannon Dr • .Andr�ai� ?' LU dl 9 � y CO "0,� -13 0 15 00 US Feet F "Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. Hickory Hill Park Expansion Legend Lot Line Right of Way Trails Bow Hunt Eligible 150-foot Separation (Bow Hunt Ineligible*) — — — Hunter Access Points & M 56 300 600 US Feet 4A-;J - 00-, 4, N Scatt Blvd �- Hi�k ry Trl — T7 . *Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. Peninsula Park ; ] .Q i, la hr 1� I- •Ind 6ili St r Ave' 5t Ik '' srr,. Street 1 l Clark Dr -. 31 Legend Lot Line Right of Way Trails Bow Hunt Eligible 150-foot Separation (Bow Hunt Ineligible•) r --- Hunter Access Points f2r 'Adjacent property owners may sign waivers w 0 BE] s5c 720 us White'Rak,o� - I jW.Park Rd_ �rck 1 10, Z nters to allow them to be Closer to property fines than is shown Scott Park 1 5t — Go��v . Legend l Phyllis,P[ Ruth`St a Lot Line Right of Way Trails giro Dr 11� Charles.Dr Bow Hunt Eligible 150-foot Separation (Bow Hunt Ineligible*) E C_a_ur_t St Hunter Access Points x� ro m 6; k �CU�berla�d Ln --�— 1 Vista Par, 1 - � gtackirigF�am Ln _ N]imnsbor 4 pr _ �a o� Norwich Ct I � Q, Silver _ Newcastle V� Ln. Eastbraak St Kitt�urnieGt N m American Legion Rd American Legion_Rd_SE "Adjacent property owners may sign waivers with hunters to allow them to be closer to property lines than is shown. Item Number: IP6. CITY OF IOWA CITY COUNCIL ACTION REPORT July 24, 2025 Community Police Review Board: July 8 Attachments: Community Police Review Board: July 8 CPRB — Draft Minutes July 08, 2025 Page 1 Community Police Review Board Draft Minutes — July 08, 2025 Call to Order: Chair Jensen called the meeting to order at 5:30 p.m. Members Present: Jessica Hobart -Collis, David Schwindt, Maurine Braddock Melissa Jensen, Audrey Moeller Members Absent: Colette Atkins Staff Present: Staff Connie McCurdy, First Asst. City Attorney Sue Dulek, Legal Counsel Patrick Ford (arrived at 5:45 p.m.) Others Present: Police Chief Dustin Liston Recommendations to City Council: • Accept public report for CPRB complaint #24-09 Consent Calendar: • Draft minutes from the June 10, 2025, meeting • Correspondence from Mary McCann (x2) Motion by Schwindt, seconded by Hobart -Collis to adopt the consent calendar as presented. Motion passed 510. Atkins was absent. New Business: ■ Police training on search warrants using Electronic Document Management Systems (EDMS). • Complainants who frequently contact police for scenarios that should go through DHS or other social service agencies. Chair Jensen asked for a motion to defer these two items to the August 12, 2025, meeting due to the number of other items to be discussed. Motion by Braddock, seconded by Schwindt to defer these two items to the August 12, 2025, meeting. Motion passed 510. Atkins was absent. CPRB — Draft Minutes July 08, 2025 Page 2 Old Business: Discussion of Senate File 311 and the future of the CPRB: The Board discussed the memorandum from the City Manager and the Police Chief. The discussion centered around option #2 (Informal Staff Led Engagement), such as a Police Chief s Advisory Committee. Board member Braddock asked Police Chief Liston what he envisioned the Committee would be like. Liston said he would like to see a core group of people with a good representation of the community be involved at meetings, which likely would be held every quarter and possibly more. Liston stated that he'd like to have a more flexible engagement with the community by not being held to the constraints of a Council appointed board and would like to have the community be able to come to the meetings and share concerns and have good conversations with them. The Board unanimously agreed to option #2. Motion by Jensen, seconded by Hobart -Collis to accept option #2 from the memo from the City Manager and the Police Chief, and to authorize Chair Jensen to draft the recommendation letter to the City Council. Motion passed 510. Atkins was absent. Public Comment of Items not on the Agenda: Mary McCann thanked the board for their conversations and all they do. Board Information: None. Staff Information: None. Future Meetings (subiect to change): ■ August 12, 2025, 5:30 p.m. — Helling Conference Room Executive Session: Motion by Schwindt, seconded by Hobart -Collis, to adjourn to Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Open session adjourned: 6:00 p.m. CPRB — Draft Minutes July 08, 2025 Page 3 Rettirii to Open Session: Returned to open session: 7:40 p.m. Motion by Schwindt, seconded by Jensen to accept the draft of the public report for CPRB complaint #24-09 as amended and forward to City Council. Motion carried 4/0. Moeller abstained and Atkins was absent. Motion by Schwindt, seconded by Hobart -Collis to set the level of review for CPRB complaint #25-01 at 8-8-7 (B)(1)(a)• Motion carried 3/1. Braddock voted no, Moeller abstained, and Atkins was absent. Adiourmnent• Motion by Braddock, seconded by Jensen to adjourn. Motion carried 510. Atkins was absent. Meeting adjourned: 7:43 p.m. Community Police Review Board Attendance Record Year 2024-2025 Name Term 09/10/24 10/08/24 10/16/24 11/12/24 I2/10124 01/14/25 02/11/25 03/11/25 04/15/25 05/13/25 06/10/25 07/08/25 Ex Tres Forum Colette 06/30/28 X X X X X X X X O/E X N O/E Atkins Maurine 06/30/26 --- �- � --- --- --- �- --- X X X X Braddock Ricky 06/30/26 X X O/E O/E O/E O/E --- --- --- --- --- ~-- Downin Jessica Hobart- 06/30/26 X X X O/E X X X X X X X X Collis Melissa 06/30/25 O/E X O/E X X X X X O/E X X X Jensen Jerri 06/30/27 X X X X X O/E X O/E X --- --- --- MacConnell Saul Mekies 06/30/25 O/E X X X O/E X X X X X O/E --- Audrey 06/30/29 --- --- --- --- --- -� --- --- --- �' --- X Moeller 06/30/28 X David X O/E X X X O/E X X X X X Schwindt Key: X = Present O = Absent O/E = Absent/Excused NM = No Meeting --- = Not a Member COMMUNITY POLICE REVIEW BOARD• A Board of the City of Iowa City 410 East Washington Strut ,' Iowa City, IA 52240-1826 , (319) 356-5041 Date: July 08, 2025 To: City Council Complainant City Manager Chief of Police Officer(s) involved in complaint From: Community Police Review Board Re: Investigation of CPRB Complaint #24-09 This is the Report of the Community Police Review Board's (the "Board") review of the investigation of Complaint CPRB #24-09 (the "Complaint"). BOARD'S RESPONSIBILITY: Under the City Code of the City of Iowa City, the Board's responsibilities are as follows: 1. The Board forwards all complaints to the Police Chief, who completes an investigation. (Iowa City Code Section 8-8-7(A).) 2. When the Board receives the Police Chiefs report, the Board must select one or more of the following levels of review, in accordance with Iowa City Code Section 8-8-7(B)(1): a. On the record with no additional investigation. b. Interview /meet with complainant. c. Interview /meet with named officer(s) and other officers. d. Request additional investigation by the police chief, or request police assistance in the board's own investigation. e. Perform its own investigation with the authority to subpoena witnesses. f. Hire independent investigators. 3. In reviewing the Police Chiefs report, the Board must apply a "reasonable basis" standard of review. This means that the Board must give deference to the Police Chiefs report, because of the Police Chiefs professional expertise. (Iowa City Code Section 8-8-7(13)(2)).) 4. According to Iowa City Code Section 8-8-7(B)(2), the Board can recommend that the Police Chief reverse or modify the Chiefs findings only if: a. The findings are not supported by substantial evidence; or b. The findings are unreasonable, arbitrary or capricious; or c. The findings are contrary to a police department policy or practice, or any federal, state or local law. 5. When the Board has completed its review of the Police Chiefs report, the Board issues a public report to he otyQ cP l]The public report must include: (1) detailed findings of fact; and (2) a clearly arficulated conclusion explaining why and the extent to which the complaint is either "sustained"'pr"" -t- "stained ". (Iowa City Code Section 8-8-7(B)(3)).) 6. Even' if the Board finds that the complaint is sustained, the Board has no authority to discipline the officer involved. 6OARD'S PROCEDURE: The Complaint was initiated by the Complainant on 12/17/2024. As required by Section 8-8-5(B) of the City Code, the Complaint was referred to the Chief of Police for investigation. The Chiefs Report was filed with the City Clerk on 03/07/2025. As per Section 8-8-6(D) of the City Code, the Complainant was given the opportunity to respond to the Chiefs report. The Board voted on 05/13/2025 to apply the following Level of Review to the Chiefs Report: "Request additional investigation by the Police Chief or City Manager, or request police assistance in the Board's own investigation, pursuant to Iowa City Code Section 8-8-7 (13)(1)(d). The Board met to consider the Report on 05/13/2025 and 06/10/2025. Prior to the 0511312025 and 06/10/2025 meetings, the Board had the opportunity to review the complaint, the Police Chief's report, and to watch and listen to body worn camera and/or in -car camera footage showing the interaction between the officers and the complainant and the subsequent search of the vehicle. FINDINGS OF FACT: Iowa City Police Officers observed the Complainant get into the driver's seat of a vehicle and begin to drive off, exiting the parking lot at the Kwik Star. Officers were also aware the Complainant had a suspended driver license from previous interactions. The Officers conducted a traffic stop due to the suspended driver license. When the Officers approached the vehicle, the Complainant reached into the center console of the vehicle and then began rummaging in a backpack, ignoring the Officer directions to exit the vehicle, which the Complainant eventually did. Once out of the vehicle, the Complainant was detained in handcuffs and was searched. Officers explained the danger of his actions by ignoring the commands and reaching in the backpack. Officers detected the odor of marijuana coming from the car and one Officer conducted a probable cause search of the vehicle. The remnants of marijuana were located in the vehicle. The other Officer observed an iPad in the front passenger area and checked the serial number to determine if it was stolen. While the Complainant was in the back of the squad car, the Officer explained to the Complainant he was stopped because of a suspended license. The Complainant was issued a citation for driving with a suspended license and released. COMPLAINANT'S ALLEGATION #1: Violation of Section 324.-5.9#) of,the_DepaOTent's standards of conduct, which prohibits "Discourteous, disrespectful or discriminatory treat`nienfofbny member of the public, or any member of the Department or the City." -- Chief's conclusion: Not sustained Board's conclusion: Not sustained Basis for the Board's conclusion: The Complainant alleges he was harassed by a member of the Iowa City Police Department. A review of body camera footage from the event shows the officers were not discourteous, disrespectful or discriminatory in their interactions with the Complainant. COMPLAINANT'S ALLEGATION #2: Violation of Section 300.3 of the Department's Use of Force policy, which provides as follows: "Officers shall use only that amount of force that reasonably appears necessary given the facts and circumstances perceived by the officer at the time of the event to accomplish a legitimate law enforcement purpose. The application of any use of force compliance shall be discontinued once the officer determines that compliance has been achieved." Chief's conclusion: Not sustained Board's conclusion: Not sustained Basis for the Board's conclusion: The Complainant alleges he was compliant and got out of the vehicle when directed. A review of body camera footage shows the Complainant failed to comply with officer directions. Further, the video showed the Complainant reaching into the center console of the vehicle and into a backpack, while the officers repeatedly instructed the Complainant to exit the vehicle. The officer's decision to direct the Complainant out of the vehicle was reasonable due to the potential threat of the Complainant retrieving a hidden weapon. The Complainant was handcuffed until he could be searched for weapons, which was reasonable and consistent with the Use of Force policy. COMPLAINANT'S ALLEGATION #3: Violation of Section 312.3 of the Department's Search and Seizure policy, which provides as follows: "The U.S. Constitution generally provides that a valid warrant is required in order for a search to be valid. There are however several exceptions to the rule that permit a warrantless search. Examples of law enforcement activities that are exceptions to the general warrant requirement include but are limited to, searches pursuant to: Valid consent; incident to a lawful arrest; Legitimate community caretaking interests; Vehicle searches under certain circumstances; Exigent circumstances." Chief's conclusion: Sustained Board's conclusion: Sustained Basis for the Board's conclusion: The odor of marijuana coming from the Complainant's vehicle gave the officer probable cause to search without a warrant because of the automobile exception to the warrant requirement. The officer's search for a serial number on the Pad was outside of the scope of the probable cause search for drugs. Although no action was taken based on the search of the serial number, this search was invalid. COMMENTS: F- • cs1 r Item Number: IP7. CITY OF IOWA CITY COUNCIL ACTION REPORT July 24, 2025 Library Board of Trustees: June 26 Attachments: Library Board of Trustees: June 26 Iowa City Public Library Board of Trustees Meeting Minutes June 26, 2025 2nd Floor — Boardroom Regular Meeting - 5:00 PM Tom Rocklin - President Bonnie Boothroy Robin Paetzold DJ Johnk — Vice President Joseph Massa John Raeburn Hannah Shultz -Secretary Claire Matthews Dan Stevenson Members Present: Bonnie Boothroy, DJ Johnk, Joseph Massa, Robin Paetzold, John Raeburn, Tom Rocklin, Hannah Shultz. Members Absent: Claire Matthews, Dan Stevenson. Staff Present: Anne Mangano, Jason Paulios, Jen Royer. Guests Present: Ratan Birla, Kelcy Patrick -Ferree, Corey Schweigel-Skeers. Call Meeting to Order. Rocklin called the meeting to order at 5:00 PM. A quorum was present. Approval of June 26, 2025, Board Meeting Agenda. Shultz made a motion to approve the June 26, 2025, agenda. Raeburn seconded. Motion passed 6/0. Public Discussion. Rocklin asked Patrick -Ferree & Schweigel-Skeers to introduce themselves as incoming trustees in July. Items to be Discussed. Policy Review: 801 Circulation and Library Card. Rocklin noted no changes were proposed to the policy. Mangano said Sam Helmick led the review committee and they decided they wanted to go forward with the policy as written. Mangano said this policy comes up for review every three years or earlier if needed. Raeburn asked for clarification on age restrictions with the student Access to Information and Materials (AIM) card and stated that section F of 801.1 was not clear and may conflict with the language in 801.19. Raeburn made suggestions for changes to section F, providing specific restrictions for the AIM card. Rocklin asked what kind of limitations exist with the memorandum of understanding with the school district. Mangano said students can access three print materials at any time, students are not liable for losses (the library absorbs the loss), and students have access to some of digital materials, such as Libby If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs. and Kanopy, based on existing vendor contracts. Rocklin said the restrictions are not content based. Raeburn said this wasn't clear when reading the policy and Rocklin agreed it was obscure as it refers to the memorandum of agreement. Paetzold asked if the terms of the agreement change, should the policy be as specific, noting trustees would need to update it every time the terms or MOU adjusted. Paetzold noted the MOU has limits on what can be checked out with AIM cards and they come from the school system. Raeburn said the library is the enforcer of these rules and it needs to be clear in the policy. Paetzold said things have changed over time with state laws and rules about minors. There was discussion about limitations with the AIM card. Mangano said students can check out anything in the library in a print format. Paetzold asked if the AIM card was a point of contention with legislation regarding school districts. Mangano stated it was discussed, but the school district says the card is 'opt in' by the parents or guardians at the point of registration. Mangano said the AIM cards are issued through the Iowa City Community School District and can be used at several local libraries, including North Liberty and Coralville. Mangano said other school districts outside of ourjurisdiction partner with their local libraries, noting Cedar Rapids Public Library has a program with their school district as well. Birla entered the meeting at 5:08 PM. Shultz said the policy should be left as it is worded. Shultz reasoned if the MOU were to change, the current policy wouldn't need updating. Raeburn asked what At Home service is. Mangano explained it is a service patrons can sign up for if they are unable to come into the Library or Bookmobile and materials will be mailed to them. Mangano said return postage is also sent so patrons can mail the materials back. Raeburn asked about At Home cards and self -registration cards. Raeburn noted there is language in the policy that isn't plain language and emphasized the importance of making sure the language is clear to everyone. Mangano explained self - registration cards are when patrons sign up for a library card online. Patrons are given temporary access to check out library materials until proof of address has been confirmed in person. Raeburn noted on page 6 there is language that refers to a service model ending with 'landscape analysis of community health'. Raeburn asked what that meant. Rocklin said it is in 801.17. Mangano thought it was language added during COVID. Raeburn proposed replacing 'landscape analysis' with 'according to protocols of community health.' Paetzold asked if it was limited only to health emergencies in the community. Johnk entered the meeting at 5:13 PM. Rocklin asked if trustees would agree to remove the phrase 'landscape analysis of community health' when approving the policy and there was consensus. Massa made a motion to approve policy 801 Circulation Library Card with the removal of landscape analysis. Shultz seconded. Motion passed 6/0, Johnk abstained. Policy Review: 806 Meeting Room and Lobby Use. Rocklin said this policy is also proposed with no changes. Mangano said there was an extensive policy revision in 2021, and it was reviewed again a year later in 2022. Boothroy made a motion to approve policy 806 Meeting Room and Lobby Use. Johnk seconded. Motion passed 7/0. Raeburn suggested one change to 806.17, changing the word 'rules' to 'means'. Rocklin asked if there If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs. was any opposition to changing the word rules to means. There was none. Rocklin said by acclimation the policy was adopted. Adopt NOBU Budget. Rocklin said the next item was to adopt the non -operating budget, which is used to pay for operating expenses but is the non -city budget. Rocklin said the Library Board has a great deal of discretion as to how that money is used. Mangano said the operating budget is set for FY26, and the Board is being asked to look at the non -operating budget priorities for FY26. Mangano said it is a large request noting ICPL agreed to cover some funds for the CIP carpet replacement and the second half of the building consultant. Mangano shared she asked to tap into two reserve funds on the NOBU request, the balance of Enrich Iowa COVID money (the state removed the obligation to spend the funds in that fiscal year due to COVID) and the balance of the interest account. Prior to 2018 interest accrued on gifts and bequests from the Foundation were saved in the interest account. Since 2018 the interest has been kept with the gifts and bequests. Paetzold asked if the library uses the reserve accounts what would be available in a facility emergency. Mangano said the library would be okay. Paetzold said little bits of money help when there are bedbugs or sewage backups. Mangano said the library is in a secure place with gift accounts, and an updated balance will be available in September. Raeburn asked how the Friends Foundation gift is calculated. Mangano said there is a memorandum of understanding provided each year by the Foundation. Mangano said the Foundation will increase the gift by 2.5% for the next five years, and the new MOU will be available next month. Rocklin said trustees would be spending down money that won't get refilled, but noted these are one-time expenses and he was comfortable with that. Mangano said they are investments in the future. Shultz made a motion to approve the NOBU budget. Johnk seconded. Motion passed 7/0. Staff Reports. Interim Director's Report. Mangano noted the discussion on administrative policies in the report. Mangano said as part of the interim period she's looking at updating procedural policies. Mangano noted the library is a couple versions behind the City of Iowa City Purchasing Policy, and that is an easy thing to update. Mangano said the Library Board's Finance policy states that the library adopts the current purchasing policies of the city. Mangano noted there are other city policies that are administrative that ICPL has not adopted. Mangano said there are good reasons for that, including board autonomy and library confidentiality. Mangano asked the Board for their guidelines or philosophy when she's approaching City policy adoption. Mangano outlined a few considerations in her report such as board autonomy and patron rights to access materials and services, but also noted the importance of following best practices with the experts at the city. Mangano said it is very difficult to receive advice from experts at the city when we have different policies than them. Rocklin said at various points as Board President he consulted with HR and legal. Rocklin stated it would make sense to have policies in place so that Mangano can say my board wants me to follow your policies, can you advise me on how to do that. Paetzold noted there are times when the library isn't going to follow their policies. Rocklin agreed, noting the importance of protecting board autonomy, but said there are times when we don't need a separate policy from the city such as the purchasing policy. Paetzold said we do need to put purchasing through a different approval channel. Paetzold said the If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs. purchasing policy came up this month when looking at signing a contract, and our ceilings were different, and we were frozen because of it. Paetzold said there are benefits but is cautious to say the library would use city policies as a whole. Paetzold gave the example of setting salaries, where trustees have greater autonomy. Rocklin said policy would need to be reviewed policy by policy. Mangano said for the purchasing policy we have language we could put at the beginning of the document outlining our approval process: when it lists City Council, it's Library Board, when it lists City Manager, it is Library Director. Massa said when we're discussing finance policy what does that mean as it is very broad. Mangano said the Board has a Finance policy that discusses the different funds and the authority the Board has over them. Mangano said the purchasing policy states when to make a request for proposals (RFP), when to only ask for quotes, who has authority to make purchases at certain dollar amounts, etc. Massa said every city policy is going to go through the city attorney. Massa felt library HR policies should mirror city HR policies, noting employment law changes frequently. Paetzold asked if they should mirror or be parallel. Paetzold said it is important the Library Director is not under a political structure. Rocklin liked Mangano's suggestion of substituting Library Director for City Manager where appropriate so it would be a parallel policy to the city with minor tweaks. Boothroy noted the second bullet in the list of considerations seems to be in a slightly different category. Boothroy asked Mangano to explain her thought in listing protecting patron rights to access materials and library services. Mangano said she was thinking mainly about IT infrastructure, noting the library has its IT department very separate from the city. Mangano said public computers are the library's and are not under the same network as the police. Mangano noted the library is normally open for the Downtown Block Party and due to staffing needs, the library would be closing at 6 pm. Paetzold asked if the facilities staff would have restrooms closed and Mangano agreed. Mangano said there will be changes to the State Historical Society Library in Iowa City, moving to an "appointment only" system beginning July 9t". Mangano is anticipating a full closure of that facility, and the collection moving to Des Moines. Mangano said the State Historical Society Library has been open to the public in Iowa City before there was an Iowa City Public Library. Mangano said ICPL staff refer patrons there for research regularly, it has a rich collection of Johnson County and Iowa City history and will be a huge loss. Rocklin wondered if there were any local history items that could be moved to ICPL. Mangano said there has been no discussion, but staff could ask for a response on what will happen with the collection items. Mangano said ICPL has not developed a local history collection because the State Historical Society Library was in Iowa City. Massa asked if other libraries carry local history or if ICPL is unique because of its location to the state library. Mangano said quite a few libraries maintain local history collections. Massa felt that might be desirable. Paetzold asked if items might belong to the county historical society, noting they might be more skilled at preservation. Mangano said the ICPL building, staff, and collection policy are not currently set up for maintain historical documents. Rocklin said it would be a whole new service. Paetzold said the concern is the human labor cost. Rocklin said it is hard to imagine what could be given up in order to do that. Mangano said three new board members were oriented. Mangano said Sam Helmick will be inaugurated as ALA President on Monday, with a community If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs. celebratory event at ICPL on Wednesday, July 23rd. Departmental Reports: Children's Services. Pilkington absent. Johnk said the Lucha Libre event was a good idea. Mangano said there were 300 kids who attended the reptile program that morning and another 125 for the afternoon showing. Collection Services. Rocklin thanked Paul Bethke. Paetzold asked who would be replacing him on the Bookmobile. Mangano said the hire has not been made yet. IT. Palmer absent. Rocklin shared interest in tabletop exercise and said it was a good thing to do. Development Report. Roche absent. Rocklin said he was excited that Bright Future 2026 has been scheduled. Johnk shared the book sale having vinyl for sale was awesome. Johnk asked if ICPL has considered adding vinyl to the library collection. Mangano said it was discussed, but the collection maintenance is a barrier. President's Report. Rocklin said the Library Bylaws have references to committee meetings, and at the time of the last policy revision committee meetings weren't considered a public body that needed to hold open meetings. Rocklin said that understanding has changed and the Bylaws need to reflect this. Rocklin said right now the Board is transitioning and it isn't the best time to do a Bylaw review. Rocklin said there is nothing in the Bylaws until January or February that says the President shall appoint a committee, so there is some time. Rocklin would recommend that as something for the Board to take on in the fall. Rocklin said he was pleased to be part of the orientation of the new board members and that Mangano did a greatjob. Rocklin shared there will be three great new colleagues to work with. Rocklin expressed appreciation for serving as President and for his time on the Library Board. Rocklin shared he learned a lot, met members of the community he would not have, and has a new concept of what libraries are even after being a lifetime user. Announcements from Members. Foundation Updates. None. Advocacy Updates. None. Johnk expressed a heartfelt thanks. Johnk was proud of the past six years' work, and for being in a room with so many strong and inspirational people. Johnk said the work that is done at ICPL is remarkable. Boothroy thanked Johnk, Rocklin, & Shultz for their service and years of work for the Library Board. Communications. News Articles. None. Consent Agenda. Shultz made a motion to approve the Consent Agenda. Johnk seconded. Motion passed 7/0. Set Agenda Order for July Meeting. Rocklin said the July meeting will include the trustees corporate meeting, a strategic plan update, the Board of Trustees Annual Report, the MOU between the Friends Foundation and Library, and departmental reports. Paetzold suggested moving the Board of If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs. Trustees Annual Report to August as it wasn't solicited in June. Mangano said staff can provide a draft for the Board to review and proposed adding it to July and August agendas. There was agreement. Adjournment. Rocklin adjourned the meeting at 5:42 PM. Respectfully submitted, Jen Royer If you will need disability -related accommodations in order to participate in this meeting, please contact Jen Royer, Iowa City Public Library, at 379-887-6003 or iennifer-rover@iclAorg. Early requests are strongly encouraged to allow sufficient time to meet your access needs.