The URL can be used to link to this page

Home My WebLink About2012-01-31 Correspondence9 City of Iowa City - General Fund IN Community Event and Program Funding Community event and city sponsored event funding totals $104,654 in FY2013. Funding requests totaled $168,467. Funding Requests for Actual Actual Budget Requested Proposed Community Events & Programs FY2010 FY2011 FY2012 FY2013. FY2013 319 Music Fest - - 2,562 4,000 Backyard Abundance - - 400 - Bike to Work Week 1,500 1,500 - 1,500 not eligible Celebrating Ramadan - - - Community Supported Agriculture Fair - - - Access 2 Independence of the Eastern Iowa 972 1,400 1,300 Corridor, Inc. (previously Evert Conner Rights & Resource Center for Independent Living) ADA Celebration Corridor Black Business Committee: Congolias Independence Day - - - 6,420 Dr Martin Luther King Day - - - 3,665 African American History Month - - - - 14,982 Disability Awareness Month Kickoff - - - - ZR-ei`igigle Eidul -Fitr Celebration - - - 500 Extend the Dream Foundation 1,000 1,000 - Ralston Creek Fair & Flea Mrkt Free Art School: Evening Alternatives - - 1,000 - Habeas Corpus - ' Iowa Dance Fest & Iowa City Dance Labs Iowa City Book Festival - - 1,500 2,500 Iowa City Community String Orchestra 400 400 200 800 Fall, Spring & Summer family concerts Johnson Co. Historical Society - - - - Johnson Co. Historical Society - 7,790 8,500 - 4,000 Irving B. Weber Days Johnson County Local Food Alliance 1,000 1,000 - - Field to Family Jaycees - - - 4th of July Fireworks (City of Iowa City) 22,500 25,000 25,000 25,000 Landlocked Film Festival 3,500 3,000 3,000 10,000 Mission Creek Festival 5,000 3,362 - 15,000 Phenomenal Education Lecture Event - - - 3,300 Power Up Your Preschool - - - - Riverside Theatre - Shakespeare Festival 4,000 5,000 7,000 7,000 Summer of the Arts: 60,000 60,000 69,000 69,000 Iowa Arts Festival, Friday Night Concert Series, - - - - Jazz Festival, Free Movie Series & Sand in the City Youth Advisory Commission Contingency - - - - Community Event / Program Funding: $ 107,662 $ 110,162 110,162 168,467 104,654 -200- Neighborhood Centers of Johnson County g Y►'l�rw° 319 Music Fest Event: 319 Music Fest Amount Requested: $4000.00 History: In May 2009, the Southeast Side Neighborhood was infamously thrown into the spotlight through what the media dubbed the "Mother's Day Riot ". The incident caused a citywide reaction on the condition of the neighborhood with many outsiders asserting that the neighborhood is chronically unsafe and crime ridden. With such heated accusations swirling around the Iowa City community, NCJC staff and AmeriCorps began planning a summer kick -off event to bring positive attention to the southeast side and to promote a safe and peaceful summer —the 319 Music Fest was born. After months of diligent preparation, the first 319 Music Fest took place on May 8`h 2010 — Mother's Day Weekend just one year from the "Mother's Day Riot." Despite the weather, it was a rousing success! The festival's audience, people young and old, enjoyed music from local and regional acts such as Dave Zollo, Dave Moore, B.F. Burt and the Uniphonics. We repeated this success in May 2011 and had over 1,000 people show up on a beautiful Saturday in May. In both years, the attendees took pleasure in being a part of a positive neighborhood event —one that was free from violence, stereotypes, and crime. Ultimately, those who attended the first 319 Music Festival saw the southeast side as a vibrant, diverse neighborhood that is safe and welcoming to all. Goals: ✓ Dispel negative perceptions of the Southeast Side. ✓ Promote the positive events occurring in the neighborhood. ✓ Attract Iowa City residents from outside the neighborhood to come to a fun and family friendly event. ✓ Have a community event that is accessible to diverse populations (ethnic, racial, special needs, cultural, and economic). �.v .. 1 V '_. � _. �►/' � ._.:_ter % - �.. - r • r C 1 % jjj�� ;�: F s K ,� i 'r_ � i • �Y l� � �� ` Yy i � . R'. � � .. r � � � �� Y 4 ti � ^ �� 6iS a r r!�• M !. F. .. � ��... ', � yw. `� i ' _ i /4T %, � ' �, �,�� . �Y: v f �I 0)CnA W T z4g u�ax sar O X00 0W Z ZmCOD� r D D r > z z m o � z ............. ■ A ■ ■ ■ O 0 00(5 0 0 i 0. -�O 0 1� °� j� i 0 .00 0 01 o ■ o; o. e. i 0 .00 4 Executive Summary Iowa City Parks & Recreation Goal Statement Provide a high - quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. Purpose of this Plan The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen- driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. History of Iowa City Parks and Recreation Department The history of public parks in Iowa City can be traced back to 1839, which shows both College Green Park and North Market Square Park as part of the original city plat. The early history of parks is unclear, but it is known that the original Park Board was established by code around:1905. It would seem that this timing might have had something to do with the acquisition of land in 1906 that became City Park, which remains today as the City's most popular park, and one of its largest. Organized public recreation began in the early 1930's. One of few facilities available at the time was a small privately owned and operated swimming pool in City Park known as the "Big Dipper." Beginning in the latter part of 1932, students from the University of Iowa's Physical Education Department conducted a part-time recreation program on Wednesday evenings and Saturday mornings at the American Legion's gymnasium, located at the corner of College and Gilbert Streets. In'June, 1934, a supervised Summer Playground program was introduced at Longfellow School. As community support grew, a Board of Recreation Works was formed, and in 1934 the Board employed the City's first Recreation Director. Financial support came from the Iowa City Women's Club and Community Chest funds. In July 1936, there was a fire in the American Legion Building and it was heavily damaged. After being renovated, the building's name was changed to the Iowa City Community Building. Among otherthings, it became the local recreation center and included a gymnasium, rifle range, handball court, and a small restaurant. In June, 1944 the citizens of Iowa City voted to establish a Playground and Recreation Commission to be supported by public taxation. The Commission held its initial meeting in September, 1944 with H.S. Ivie serving as President, and noted historian Irving Weber as Vice - President. In 1947 voters approved a $50,000 bond issue, to go with $62,500 already saved, for the construction of a new swimming pool in City Park. The pool opened in June, 1949, and is still operating today. In 1952 a rather unique operation was established in City Park - children's carnival rides, which included a train, Ferris wheel, carousel, and other rides. This was a privately owned operation of the Drollinger family who continued to operate the rides for 47 years, and covered three generations. They paid a small percentage of their income to the City as rent for the property. When the Drollingers decided to retire from the business in 1999 the City purchased the rides in order to keep this tradition alive. This is believed to be the only city -owned park in the State to offer this type of attraction. In 1955, a second fire destroyed the Community Building, and the recreation offices were moved to the airport building for two years; programs were conducted at various buildings throughout the City. In 1956 a proposed bond issue to construct a new recreation centerwas defeated. That same year the recreation offices were moved to 130 Lafayette Street. Then in 1962 the citizens of Iowa City overwhelmingly passed a referendum to construct a new recreation center, now known as the Robert A. Lee Community Recreation Center, named in honor of Iowa City's Superintendent of Recreation from 1951 to 1983. Total cost to construct and equip the new building was $715,000. In September, 1964, as the new Recreation Center neared completion, the City Council voted to abolish both the publicly elected Park Board and the Playground and Recreation Commission, and to merge the functions of these separate units into a single advisory body to be known as the Parks and Recreation Commission, which still exists today. The Park Board, however, did not go quietly, feeling the City Council did not have the authoritytb abolish a publiclyelected board. They eventually took their case all the way to the State Supreme Court which upheld the legality of the City Council's action. At the time of this merger, there were eight public parks in existence: Black Springs Circle, Brookland, City, College Green, Court Hill, Creekside, Happy Hollow, and North Market Square. The total parkland inventory amounted to 129 acres, 107 of which were in City Park. Today the City manages over 1,600 acres of parkland /open space, which includes 42 developed parks, with 31 playgrounds, 43 athletic fields, 45 park shelters, 75 community garden plots, oversix miles of naturetrails and miscellaneous other amenities such as tennis courts, basketball courts, bocce courts, horseshoe courts, dog park, disc golf, etc The City s trail system has grown to include over 50 miles of trails.Since 1997 three major regional parkland areas have been acquired: Peninsula Park, Waterworks Prairie Park, and Sand Lake Recreation Area. In 1972-the Parks and Recreation Department launched a new Farmers Market program, which initially consisted of 17 stalls and operated Saturday mornings. It now operates Wednesday evenings with 57 stalls and Saturday mornings with 112 stalls. In 2006, two indoor holiday markets were added to the program, which are very popular. Recognizing the need for programs to accommodate people with special needs, the Special Populations Involvement (SPI) program was established in 1974, initially funded with a one -year grant awarded by the Bureau of Education for the Handicapped. The SPI program became fully funded by the City, and has grown to a comprehensive recreation program serving over 500 people. This program is nationally recognized, having received the prestigious National Gold Medal Award in 1984 and again in 1992. As the years passed several major recreation facilities were constructed, and others renovated, to add to the City's recreation offerings. The new facilities include: The Mercer Park Aquatic Center, a cooperative project with the Iowa City Community School District, which opened in 1988; a cooperative arrangement was entered into with the University of Iowa in 1996 forjoint use of the Hawkeye Softball Complex; the Iowa City Kickers Soccer Park opened in 1997; the Scanlon Gymnasium was added to the Mercer Park Aquatic Center in 1999; the Riverside Festival Stage, home to Riverside Theatre's Annual Shakespeare Festival, opened in 2000; the Iowa City Skate Park was completed in 2002; the Thornberry Off -Leash Dog Park, in cooperation with Johnson County DogPAC, opened in 2006; the Grant Wood Community Gym, another cooperative project with the School District, also opened in 2006; the Peninsula Park Disc Golf Course was completed in 2007; and the City and University entered into an agreement in 2007 which will allow for a University Boathouse (with community use) to be constructed in Terrell Mill Park, scheduled to open in 2009. The number of recreation programs and activities offered has also grown over the years. From the meager beginnings of pond swimming, a marble tournament, and one playground program, the Department now offers over 1,000 activities annually. To enhance and expand upon the opportunities offered to the community, the Department also partners with a number of organizations. In addition to an arrangement with the School District forjoint use of facilities, the Department has long- standing relationships with a number of "affiliates," the largest of which are: Iowa City Boys Baseball, Iowa City Girls Softball, Babe Ruth Baseball, Iowa City Kickers Soccer Club, and the Iowa City Eels Swim Club. Parks and Recreation Department Overview Department Description Iowa City Parks and Recreation is a department of the City of Iowa City and receives funding authorized by the City Council through budget appropriations. Funding is also provided through fees charged for specific programs and services and through grant funds. Additionally, the Iowa City Parks and Recreation Foundation provides funds through donations and bequests that enhance department programs, services, and projects. Through these means, parks and recreation programs and services are provided and maintained for the citizens of Iowa City. Related Planning Efforts and Integration The City of Iowa City has undertaken several planning efforts in recent years that have helped inform the planning process for this Parks and Recreation Master Plan Update. These efforts include: • City of Iowa City Comprehensive Plan • Neighborhood Open Space Plan .• Existing Trails Plan • Existing Park Plans • Existing Policy Manuals Methodology of this Planning Process This project has been guided by a project team, made up of city staff and the Park and Recreation Commission. This team provided input to the GreenPlay consulting team throughout the planning process. This collaborative effort creates a plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community members can provide. The project consisted of the following tasks: Needs Assessment and Public Involvement Review of previous planning efforts and city historical information, and a recent statistically valid community interest and opinion survey. Consideration of the profile of the community and demographics, including anticipated population growth. • Extensive community involvement effort including focus groups, meetings with key stakeholders, and community -wide public meetings. • Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the.area for potential new facilities and services. • Research of trends and statistics related to American lifestyles to help guide the efforts of programming staff. Level of Service Analysis • Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Analysis addressing recreation, parks, and related services. Inventory • Inventory of parks and facilities using existing mapping, staff interviews, and on -site visits to verify amenities and assess the condition of the facilities and surrounding areas. Assessment and Analysis • Review and assessment of relevant plans. • Organizational SWOT Analysis. • Measurement of the current delivery of service using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and aligned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability of the system. Recommendations. Goals, Strategies, and Action Plan • Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. Timeline for Completing the Master Plan Start-up Needs Assessment and Public Involvement Inventory and Assessment of Existing Facilities Program and Services Inventory and SWOTAnalysis Findings Compilation Report Guidelines, Standards and Recommendations Financial Resources and Expenditure Analysis Recommendations and Action Plans Final Plan and Presentation 4 August 2007 September 2007 - February 2008 September 2007 - March 2008 September 2007 - March 2008 April 2008 May - June 2008 April -July 2008 June - August 2008 October 2008 Community Profile and Demographic Information Service Area and Population The primary service area for this analysis is the City of Iowa City, Johnson County, and the State of Iowa. All estimated 2007 populations, as well as projected population and demographic breakdowns by population are taken from ESRI. The projected 2007 population for Iowa City is 66,177, for Johnson County is 124,240, and for Iowa is 3,030,140. Population Forecasts Although we can never know the future with certainty, it is helpful to make assumptions about it for economic reasons. 2000 populations are from the 2000 US Census. 2007 and 2012 projections were derived from ESRI Business Information Solutions. All three regions: Iowa City, Johnson County, and Iowa, are estimated to decrease in rate of growth over the next five years. Iowa City's growth rate is projected to slow down by 1.5% over the next five years. Johnson County's growth rate is anticipated to decrease by 3.8% and the State's by 0.9 %. Figure 1 illustrates estimated percent change in population for Iowa City, Johnson County, and Iowa for 2007 -2012 as percent change in population from 2000- 2007. Table 1contains estimated population increase for Iowa City, Johnson County, and Iowa. Figure 1: Percent change in population- Iowa City, Johnson County, Iowa 2000 -2007, 2007 -2012 ■ Iowa City ■ Johnson County V Iowa 15.0% 10.6% 10.0% 6.8% 5.0% 3.4% 4.4% 0.0 °% 2000 -2007 2007 -2012 Source: ESRI Business Information Solutions Table 1: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 62,220 111,006 2,926,324 2007 66,177 5.9910 124,240 10.6% 3,030,140 3.4% 2012 69,274 4.4% 133,403 6.8% 3,110,913 2.5% Community and Stakeholder Input A total of seven focus groups were held on September 18, 19, and 20 with a public forum on the 20" as well. Over 90 users of the City of Iowa's parks and recreation amenities and programs and non -users participated. The following is a summary of key issues identified through the process. GENERAL Strengths • Staff- visionary, responsive • Facilities -well maintained, many different park types • Services and programs- lots of diversity, encompasses all ages • Support and Funding- good relationship with City Hall, capital funding is effective Opportunities for Improvement • Lack of certain types of facilities, trail connections, and river access • Public awareness- lack of information and education, need to promote Parks and Recreation as a quality of life issue • Poor maintenance of natural areas • Lack of staff -need more maintenance, programming, Foundation and PIO staff • Funding- lack of capital and operations and maintenance (0 &M) funding • Programming- need to use natural resources, need to increase collaboration, need to identify core service • Planning- need to improve strategic planning and increase collaboration, both in neighborhoods and regionally ADDITIONAL PROGRAMS • Need programming for all ages below 26 and over 40 • Need additional programming in the following areas: o Wellness and fitness, nature based, outdoor winter activities, outdoor water -based activities, drop -in unstructured activities IMPROVEMENTS TO EXISTING PARKS AND FACILITIES • Need to improve maintenance at parks and facilities • Recreation centers and pools: o Need overall facility upgrades, more space, increase air quality at Mercer Pool, safer entryways, additional leisure aquatic components TO SUPPORT SYSTEM • Funding -need to redo fee structure, need additional sources, need to involve friend's groups • Need staffing increases to assist in maintenance, programming, marketing, grant writing • Need to improve /redo policies for alcohol use, safety, Neighborhood Open Space Ordinance, developer land dedication /fees -in -lieu • Need to improve transportation to increase access to programs and facilities • Need to increase collaborations with Senior Center, University, schools, and neighborhood associations RATINGS S= Excellent Average Rating Quality of current programs Quality of existing facilities Maintenance of facilities Quality of customer service Effectiveness of seeking feedback 4.1 3.4 3.6 4.0 UNDERSERVED PORTIONS OF IOWA CITY • Geographic: o SW- parks, SE- pool, NE- playground, far west, north and south future development, central /dense areas -parks • Demographic o Active seniors /baby boomers, people with disabilities, low income, those without transportation, 18 -25 year olds NEW PARK AMENTITIES • Pedestrian Bridge at dog park • Trails- connector, rail corridor, multiuse • River access • Neighborhood parks • Additional dog parks • Basketball courts NEW FACILITIES • Outdoor leisure pool with lap swim • Recreation /aquatics center on west side of town • Municipal golf course • Splash pad /sprayground • Indoor soccer • Farmer's Market facility Multipurpose rental /meeting venue for large gatherings • BMX park /trails FINANCIAL • Issues to be considered • Park and Recreation services should be funded through a combination of taxes and fees • Should serve all citizen regardless of ability to pay • Most respondents are comfortable with current fees structure- could tolerate fee increases in some areas • Concern about tax increase- property or sales • How to support o Parks and Recreation foundation, grants, donations, partnerships, sponsorships, motel /hotel tax SENSITIVITIES Increase in taxes, University relationship, school district relationship, Senior Center relationship, affordability, ADA accessibility, changing demographics, City Council support 7 KEY PARTNERS /STAKEHOLDERS Corporations /businesses, Chamber of Commerce, ICCCVB and Sports Authority, Service Organizations /Nonprofit Organizations, neighboring communities /governmental entities, other City Departments, University /Kirkwood College, support groups, neighborhood groups, City Council and Commissions, local associations M KEY ISSUES /PRIORITIES Funding Long range strategic planning/vision Recognition of Parks and Recreation as quality of life Collaboration Celebrate successes Trails /bicycle transportation Vision and access for Riverfront Development Operational resources Age change in drinking establishments Statistically -Valid Community Survey Findings The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvenlentof parks and recreation facilities, programs and services within the community. The-survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days afterthe surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey orto administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/-3.8%. The complete executive summary, including graphs and charts, can be found in Appendix I of the Master Plan. Participation and Visitation • Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26 %) or good (66 %). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Thirty - percent (30 %) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. • Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least 4 different programs. • Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27 %) or good (63 %). In addition, 8% rated the programs as fair, and only 1% rated them as poor. • Parks /Recreation program guide (65 %) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently mentioned ways respondents learn about programs and activities include: newspaper articles (50 %) and from friends and neighbors (46 %). • Iowa City Public Library (64 %) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54 %), State of Iowa parks (47 %), and County parks (46 %). Usage by Age ■ Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15 %), school district facilities (12 %), and. Iowa City Public library (11 %). ■ Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33 %) and Iowa City Parks and Recreation Department (32 %). ■ "I do not know what is being offered" (21 %) and "program times are not convenient (21 %) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Facilities • There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79 %), nature center and trails (68 %), small neighborhood parks (68 %), large community parks (66 %), wildlife and natural areas (64 %), and riverfront parks (62 %). • There are three facilities that completely meet the needs of over 50% of respondent households: youth soccerfields (66 %), youth baseball and softball fields (55 %), and adult softball fields (51 %) • Based on the sum of their top four choices, the parks and recreation facilities that are most important to respondent households include: walking and biking trails (53 %), small neighborhood parks (30 %), wildlife and natural areas (26 %), and nature center and trails (25 %). It should also be noted that walking and biking trails had the highest percentage of respondents select it as their first choice as the most important facility Programs • There are three programs that over 45% or more of respondent households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). • There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers' Market (54 %). • Based on the sum of theirtop four choices, the recreation programs that are most important to respondent households include: Farmers' Market (58%), adult fitness and wellness programs (29 %), and special events (26 %). It should also be noted that Farmers' Market had the highest percentage of respondents select it as their first choice as the most important program • Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers' Market (57 %) and special events (24 %). It should also be noted that the Farmers' Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often Indoor Space • Walking and jogging track (67 %) had the highest percentage or respondents indicate it as the potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room / cardiovascplar equipment area (43 %), exercise facility for adults 50 years and older (39 %), nature center (37 %), and aerobics /fitness /dance class space (35 %) • Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59 %), weight room /cardiovascular equipment area (29 %) and exercise facility for adults 50 years and older (28 %). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often The Benefits of Parks, Trails, and Recreation Facilities • Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree that those benefits are provided by parks, trails, and recreation facilities. • Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71 %), preserve open space and the environment (49 %), and make Iowa City a more desirable place to live (49 %). It should also be noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household 10 Support and Satisfaction ■ Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55 %), use greenways to develop trails and recreational facilities (50 %), and purchase land to preserve open space and green space (44 %). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars • Seventy -six percent (76 %) of respondents indicated that they are either very satisfied (28 %) or somewhat satisfied (48 %) with fhe overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1 %) or somewhat dissatisfied (4 %). Additionally, 5% indicated don't know and 14% indicated neutral Recommendations and Action Plans 1y F WUGM Strategy: Incorporate the action items of this plan into the City's annual work plans to achieve t recommendations of this plan and to enhance effectiveness of staff effort. Action Steps: • Assign responsibility and time frame, and allocate resources necessary to complete each action identified in annual work plans. Strategy: Assure that all levels of staff are informed of and are set up to work together to implement the recommendations and strategies of the plan. Action Steps: • Inform all levels of staff of the direction of the Plan, allow for staff input, encourage buy -in, and encourage input from all staff members. • Provide cross - departmental staff teams /team members, as appropriate, with education development opportunities, necessary equipment, and supplies. OW 41* TMWASNOMMM IN ES ,_ Strategy: Create standards for all community services activities and services. Action Steps: • Establish service standards for all community services activities. Suggested criteria for service standards include: 11 • Programs: participation levels, revenue, instructors, customer satisfaction, cost per experience (or per hour, per class), customer retention • Instructors: experience; knowledge, friendliness, recruiting, rewarding, training, standards • Volunteers: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Facilities: cleanliness, aesthetics, comfort • Staff: Experience, knowledge, friendliness, rewards, training, trends Action Steps: • Identify all major maintenance tasks including such things as: • Turf/Mowing • Plantings • Restrooms • Sidewalks and paths • Irrigation o Weed and insect control o Curb appeal • Playground and picnic equipment • Courts and fields o Litter control • Evaluate and develop a scoring system for each task to meet desired and consistent service levels. • Involve staff in the development of the standards and scoring system. • Conduct maintenance standards training for all staff. • Establish and monitor recordkeeping procedures to document the actual hours and materials costs for each maintenance operation. ' • Apply appropriate maintenance standards and define set up /tear down requirements for all special events, tournaments, or other activities that currently stress resources. Assure adequate staffing and funding to take on the task, prior to making a commitment. / h / 1 / I Strategy. Seek ways to respond to identified programming priorities The Department has a strong reputation for being responsive to community desires within budget constraints. The citizen survey and public input sessions highlighted areas of additional programming desire including: • Opportunities to connect people to the natural environment • Additional learn -to -swim, water fitness and outdoor swimming • Outdoor leisure pool opportunity • Additional special events and family /community gathering opportunities • Expansion of art, dance and performing arts opportunities • Expansion of fitness and wellness programming F4'a Action Steps: • Evaluate the development of new programs based on community interests. It is very easy to focus on programs that have worked for a number of years, especially if they are still drawing enough interested participants to justify the program's continuation. Starting new programs, based on community demand and /or trends, can be risky due to the inability to predict their success. If the program interest seems great, as with those identified in citizen survey, then the programs should be considered for expansion. • Establish criteria for the implementation of new programs (based on research and feedback). The Department should pursue program development around the priorities identified by the survey, using the following criteria: • Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance) • Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by Department within two seasons • Location: appropriate, available and within budget • Instructor: qualified, available and within budget • Materials and supplies: available and within budget • Marketing effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget) • Develop program evaluation criteria for existing offerings and implement annually. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. Annually all current programs should be evaluated to determine if they should be continued, changed (market segment focus, time /day offered, etc.) or discontinued. A few simple questions should be asked about each program that include: • Is participation increasing or decreasing? If participation is increasing then it could clearly mean that the program should be continued. If participation is decreasing are there any steps to take to increase interest through marketing efforts, change the time /day the program is offered and change the format or instructor? If not, it may be time to discontinue the program. • Is there information contained in the participant feedback that can be used to improve the program? • Are cost recovery goals being met? If not, can fees be realistically increased? • Is there another provider of the program that is more suitable to offer it? If yes, the Department could provide referrals for its customers for the program it does not or is not willing arable to offer. • Is this program taking up facility space that could be used for expansion of more popular programs or new programs in demand by the community? YYUtijy and develop programs related to new trends in parks, recreation, and cultural arts The City should continue its leadership in this area by developing facilities and programming that are on the cutting edge in parks, recreation, and cultural arts. Continuing to diversify recreational opportunities will enable the department to attract revenues through fees and charges that will support the desires of residents. 13 Action Steps: • Focus on the enhancement of fitness and wellness components at recreation centers. Regularly update fitness equipment to stay current with fitness trends and public demand and seek opportunities to expand the size of the fitness facilities through renovation and new facility development. • Prepare for the fitness and wellness desires of the aging baby boomers. This group is also known as the group entering into the traditional "senior' age group of 55 and over, who do not identify with the term "senior." This cohort is seeking a continued active lifestyle and is not likely to partake in traditional "senior" offerings. • Provide concurrent youth and adult programming as a way to increase participation. There are many successful youth programs offered by the Department for which adults are bringing and picking up children. The Department should offer more adult programming, such as fitness and wellness, concurrently with youth programming as a way to entice parents and guardians to stay and participate in programs. tiN h As a tax supported operation, it is important that efforts are made to reach underserved segments of the population. strategy: Reach out to those with financial need. Action Steps: • Review the existing financial assistance program to maximize use. Seek assistance from other providers of low- income services to help promote the opportunity. Assure that use of the program is available in the most dignified manner possible. • Research transportation accessibility issues and work with other community groups and private entities (such as public transit or the school bus system) to develop options to address needs. Transportation for low- income families was identified in the focus group sessions as a significant barrier to participation. Strategy: Assure programming opportunities are reasonably available to all geographic sectors of the City. The facilities and programming offered should be thought of as a system. Some of the components in the system, due to their expense, should be available to serve the whole community (such as indoor swimming pools), and some should be available to serve local neighborhoods (such as after school programming). Action Steps: • Investigate ways that facilities and programs can be accessible to more people through connectivity of the trail system for pedestrian and bike use, better public transit, parking availability and general awareness of opportunities. • As growth continues in the west part of town, pursue an indoor multi- purpose recreation facility to serve that geographic sector. 14 T IV I I `I h Ell.- h l I ' „” h The Department has an excellent reputation for responsiveness to the community. The opportunity exists to become more pro -active in this regard. in program and facgity planning Action Steps: • Implement a Standard Practice for Customer Program Feedback, Program Evaluation and Program Development. Customer feedback will help improve programming by being able to respond to customer needs in a timely matter. Information sought from participants should include: • Satisfaction levels and supporting reasoning • Suggestions for improvements to programs • Suggestions for.new programs • Solicit youth input through future surveys and other opportunities. Soliciting youth feedback is a challenging proposition for parks and recreation entities. Working with other service providers may also provide important information and opportunities to attract this age group. • Create a "Mystery Shopper" program where secret shoppers evaluate services anonymously and results are tracked. Strategy: Expand Department volunteer opportunities. Action Steps: • Seek volunteer effort to support expansion of programming into opportunities to conned people to nature. Many individuals and groups are interested in sharing their expertise and /or sweat equity with a goal of promoting stewardship of our natural resources. • Harness the energy of seniors and the retiring baby boomer generation as instructors and program leaders. Across the country, interest is being expressed in sharing expertise and hobbies. • Consider the addition of a volunteer coordinator in the department, or a shared volunteer coordinator in the City. A successful volunteer program must be well organized and advertised, with specific, rewarding, and recognized opportunities that allow individuals and groups to feel they are contributing to a larger goal. • Create a "Park Ambassador" program where residents living adjacent to parks are trained to inspect parks and then file a weekly report in exchange for a nominal fee or pass. 15 IL Strategy Effectively communicate Department offerings to public. In the citizen survey, 'not being aware of the department program offerings' was one of the top reasons given for not participating. Action Steps: • . Enhance the branding and identity of the Department. Providing a consistent look to department advertising in the brochure, on the web site, on flyers, maps, etc., will help the community become aware of what is available to them and of the breadth of the offerings. • Celebrate the accomplishments of the department in promotional materials. Focus groups and public meetings brought to light that many existing participants in department activities, programs and use of facilitiesare unaware of the variety and expanse of what is available. Most participants have a relatively narrow view of what is available and outcomes achieved based on their limited use of department offerings and facilities. It is a suggestion of the community that the department "toot its own horn," in order to gain support for future endeavors. • Coordinate Department of marketing and communication opportunities with citywide efforts. • Create an annual marketing plan for the Parks acid Recreation Department. • Update and expand website marketing efforts. The web site can serve as a one stop shop for everything in which the department is involved, including program offerings, facility information, trail and facility maps, opportunities through volunteerism and the Foundation, financial assistance, etc. • Develop an evaluation process for marketing media such as newspaper, seasonal brochures, website, direct mail, targeted e- mails, radio, and television advertising to continuously determine effectiveness of marketing dollars. A Diversity in the department's funding and revenue portfolio is as important in the public sector as in the private sector. Strategy: Research potential traditional funding opportunities. The City has the ability to use these mechanisms to enhance the quality of life in Iowa City and expand recreation, park, open space, trails,. programs, and services to the community. Action Steps: • Work with the City, residents and partners to establish additional revenue through a combination of the following sources to Implement the recommendations of the Master Plan: • Potential redirection of existing City funds i I;.1 • Alternative Funding options (see Section V) • Strategic partnerships • Fees and charges • Further investigation of support for an education campaign for a ballot initiative to pass a bond referendum for future capital improvements. $trafeyy: Pursue alternatipe funding to implement the Master Plon Many departments within Iowa City have experienced challenging times in the recent past, with limited funding and staffing levels, and the Department should explore the best means of achieving its funding goals. Alternative funding methods may be instrumental to the operations of the City's recreation programs and facilities on an ongoing basis. Allocating resources (assigning staff time, matching funds, etc.) to pursue alternative funding should be considered an investment in the future, with an outlined and expected positive rate of return. Action Steps: • Identify opportunities to increase community support and revenue opportunities such as grants, partnerships, sponsorships, volunteers and earned income (see Section Vfor Alternative Funding Resources). • Assign staff resources and /or investigate the possibility of utilizing volunteer efforts to apply for such funding. • Develop a "Wish List" to identify philanthropic opportunities that align with these needs. Once identified, aggressively apply for grant funding and Foundation assistance. • Expand and formalize a volunteer program to include standards, recruiting, training, retaining, and rewarding volunteers in all program areas. • Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix ill) with equity agreements that are reviewed annually. • Create an annual "Sponsorship Manual" listing all the opportunities for the year and distribute within the community in a menu format that creates a sense of urgency within the business community. • Work with Parks and Recreation Foundation to facilitate the receipt of grant funds and other fundraising activities. • Seek collaborations with developers for future development projects to include recommended parks and recreation facilities and standards Review the Department's cost recovery " - " > pa ry philosophy and polity and update as necessary. It is suggested that the City employ a cost recovery policy that provides the foundati on for setti ng fees and charges based on the organizational vision, mission, and values of the City, and who in the community benefits. This will help determine the cost recovery and subsidy level of each program and facility and serve as a tool to monitor these goals over time. Action Steps: • Clarify the Department's Pricing Policy and Strategy. If a pricing policy exists, even loosely, it should be fine -tuned to provide expanded detail in guiding management decisions. If a written policy is not in existence, one should be created. 17 • Refine Cost Tracking. Review direct and indirect costs assigned to specific programs and facilities in order to assure consistency in balancing costs with revenues. Assure that the accounting system is capable of providing information monthly, quarterly, and annually to inform management decisions. • Identify citywide participant categories. Participant category examples for use of facilities and programs include resident and non - resident, age, partners identified through various inter - governmental agreements, non -profit organizations, and private organizations, as well as many others. • Determine fee schedule and subsidy levels. Based on the Pyramid Methodology for resource allocation and cost recovery (see Appendix IV), for each program /activity and facility, determine the subsidy /cost recovery target level incorporating participant categories. • Partial Cost Fee: recovers something less than full cost. This partial cost fee could be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination. • Full Cost Fee: recovers the total cost of a service including all direct and all indirect costs. • Market Rate Fee: based on demand for a service or facility. Determine the market rate by identifying all providers of similar services (e.g., private sector providers, other municipalities, etc.) and setting the fee at the highest level the market will sustain. • Consider policy revisioris to increase revenue generation potential. • Use discounted fees as a special promotion such as reduced fee hours during off peak times. • Reconsiderthe current alcohol policy to allow for limited and appropriate alcohol use to make rental opportunities more attractive. ON 81 ONE WITH m NOTION AND BONUSES Strategy: Build partnerships within the community to take advantage of existing facilities, share new facilities, and provide additional programming and services to the community. Action Steps: • Investigate partnerships with local medical and health organizations to increase fitness and health programming particularly for the aging population and youth population within the community. • Create new and formalize existing partnerships (see Sample Partnership Policy in Appendix V) with equity agreements that are reviewed annually. • Strengthen and expand Intergovernmental Agreements (IGAs) with schools for use of fields, gyms, and multipurpose spaces. • Explore the possibilities of revising and promoting adopt -a- park /trail programs to help with park maintenance, beautification, and civic pride. • Investigate, where appropriate, collaborations with entities suggested by the community during the public input process of this master planning effort • Large businesses and local businesses 18 • Chamber of Commerce, Visitors and Convention Bureau, ICCCBB Sports Authority for the promotion of sporting events • Iowa City Area Development Group (ICAD) • University of Iowa and Kirkwood College, public schools • Neighborhood Groups • Support Groups (dog park group, Friends of the Iowa River Scenic Trail (FIRST), sports groups, Project GREEN, Friends of Hickory Hill, Backyard Abundance, (- WATER, Johnson County Heritage Trust, Master Gardeners, Future Perfect • City Council, City Commissions, Public Art Commission, Planning and Zoning Commission, other City Departments • I -DOT, Johnson County, neighboring cities • Local associations of service providers: sports, martial arts, private /non - profits, UAY The existing Senior Center serves the traditional "senior population" in a limited facility, by today's standards. As the baby boomer cohort moves into the 55 and over age group, its members will be looking for non - traditional and highly active physical and social opportunities. Action Steps: • Provide cross marketing between the existing senior and recreation programs in order to assure a comprehensive approach to serving the older adult population. • As new facility development opportunities present themselves seek ways to encourage participation by the older adult population through a comfortable setting with shared access to activity centers such as swimming pools, therapy pools and light weight fitness equipment. Strategy Explore a community access relationship with the University of Iowa at Its 14AREW Wellness Facility currently under construction. At this time, the University has intentions of community access with options of daily admission fees and annual fee for use of the pool, gym, and fitness facilities. The facility will provide the only indoor leisure pool in this part of the state. Fees are anticipated to be high in relation to fees at the existing recreation center, albeit for a higher service level offering. Community use times will be a second priority to all University uses and student needs. Action Steps: • Continue discussions with the University to maximize community use times. • Seek to maximize the use of both pools to the extent possible in a complementary fashion. • Upon opening of the facility, monitor and evaluate community use opportunity. 19 COAL 9t, CONTINUE TO PROVIDE WITARE LOS INEXIStINCPARKSANDFACILItIES strategy: Improve existing parks to meet community standards Action Steps: • Strive to replace or renovate all components scoring below community expectations. See list below for specific components that scored below community expectations. Playgrounds should be prioritized for renovation /replacement. City Park Playground Neighborhood 1 Upper playground City Park Playground 1 Upper playground City Park Playground 1 Upper playground Court Hill Park Basketball 1 Needs surface repair Court Hill Park Natural Area 1 Small and littered Court Hill Park Educational Experience 1 Sign in disrepair Creekside Park Basketball 1 Needs surface repair Creekside Park Playground 1 Older Creekside Park Water Access, General 1 Creek is hidden Happy Hollow Park Basketball 1 Needs surface repair Highland Park Playground 1 Older Mercer Park Playground 1 Swings and climber older Mercer Park Basketball 1 Needs surface repair North Market Square Park Basketball 1 Needs surface repair Peninsula Park Water Access, General 1 Visua I access on ly to water Scott Park Open Water 1 Creek is hidden Sturgis Ferry Park Water Access, Developed 1 Access to water is steep unless via boat trailer Terrell Mill Park Shelter 1 Needs repair Terrell Mill Park Volleyball 1 Needs surface repair Tower Court Park Playground, Local 1 Older Add comfort and convenience features to parks where missing, such as benches, drinking fountains, and restrooms. It is recommended that at least 7 out of the 14 listed comfort and convenience features listed in the park inventory data report be provided in each park. (Refer to park inventory data for a list of missing comfort and convenience features by park.) Consider adding restrooms to more neighborhood parks to increase the length of stay for families at parks. Parks in locations that are not in proximity to other parks with restrooms include: 20 East Iowa City • Pheasant Hill Park • Court Hill Park West Iowa City • Benton Hill Park • Brookland Park or • Harlocke Hill Park • Continue to make the development of Sand Lake Recreation Area a priority. • Either upgrade all basketball courts to a playable level or remove some courts and concentrate efforts on a few that will get the most use overall. System wide, basketball courts are in conditions that are below community standards. The community survey reports that the small need for courts in the community are being largely unmet. • Continue to upgrade playgrounds as funding is available. The list of components in the first strategy of Goal 9 lists the playgrounds that are priorities for replacement. • Continue to work with the City to find construction techniques that increase maintenance efficiencies along the Downtown Pedestrian Mall. • Pursue plans to build out ballfields in Kicker's Park. This is currently the best location for new ballfields in the City. Although the need for new fields is not eminent the City can expect to see increased demand in the next 5 -7 years as the community grows. • Add more shelters to I.C. Kickers Park to increase the comfort of park users • Add loop walks to parks as funding is available and opportunities exist. • Continue to upgrade and improve small neighborhood parks. These facilities ranked highly for need among the community • Improve Creekside Park to address low levels of walkable service in that part of town. Improvements can include: • Upgrade the basketball court or replace with a component selected by residents • Upgrade or replace the playground • Improve security lighting Strategy: Fill gaps In walkable service Action Steps: • Work with the School District to provide adequate recreational amenities at schools that are the singular providers of recreation in a neighborhood. Priorities include: • Henry Longfellow Elementary School • Helen Lemme Elementary School • Irving Weber Elementary School o Shimek Elementary school Work with other city departments to increase walkability throughout the community by adding sidewalks, pedestrian crossings, and bridging barriers. Improve parks that lie in low service area (as shown in Perspective B, Appendix VI) to increase walkable recreational opportunities. Strategies outlined in Strategy 1.1 should be employed in park improvement. 21 gnpIpggy. Continue to provide a high level of service of natural areas and environmental education l Access to nature and natural areas ranked highly as a need in the community survey. The City has a great base of resources from which to respond to this need. As parks and properties are being developed a priority should be placed on natural areas enhancement and creation Action Steps: • Continue to maintain and enhance natural areas throughout the system. • Enhance natural drainages, waterways, and native areas in developed parks. • Work with friends groups to improve and maintain soft surface trails within parks. • Increase interpretive signage at natural areas throughout the system. • Work to maintain a diversity of natural areas within the system including prairie, woodland, riparian areas, and wetlands. • Ensure that maintenance staff is trained in natural areas management techniques. • Partner with the U.S. Army Corps of Engineers to create canoe access to the Iowa River. • Conduct a feasibility study for the construction of a nature center. Strategy. Identify and develop facilities for new trends in parks and recreation Diversifying recreational opportunities in Iowa City's existing parks by adding exciting new recreational facilities will ensure the creation of a system that will attract both new and old residents. Such facilities will continue to help make Iowa City unique in the region and will foster a positive image of the City for residents and non - residents alike. Action Steps: • Look for opportunities to add a "destination playground" to an existing park. Destination Playgrounds usually include special features such as a climbing wall, spray feature or adventure play. Often they involve special theming and opportunity to teach children and parent - something of the local history, culture, or ecology of an area. • Look for opportunities to add a "boundless playground." Boundless playgrounds are designed to be fully accessible to children with disabilities and represent a growing trend in parks and recreation. While built to serve the local community, both may potentially attract visitors from the region. • Look for opportunities to build spray grounds in parks. These can be added to existing parks or suggested as features of new park. They provide opportunities for water play without the staffing and maintenance needed for outdoor pools • Consider adding a climbing feature to the next playground renovation. Climbing walls would be an addition to the parks that could be a unique draw to Iowa City Parks. i'71a G�! 1�PUNFORCONiINUEDLQWfABIf LOSASCINIfI'6Rp13 Add parks, trails, and facilities to respond to the growth needs of the Action Steps: • Work with surrounding developments to bring utilities to Future Parks. • Plan and budget for park development based on development trends. Currently new development is concentrated in the western part of the community. Consider developing one of the future parks as the development continues. • Add park maintenance resources as additional park, trails, and facilities are added to the system as needed. • Review land dedication and impact fees for new development to ensure that the department is getting the needed resources to provide parks and recreation to new residents. • Work with interest groups to add new dog parks to serve the southern and central part of Iowa City. The high density of the central core of Iowa City mayjustify the need to add an additional dog park to aid with the high number of residents without yards or transportation. The southern part of Iowa City is another likely location for the addition of a new dog park to serve this area of the community. t.� Strategy: Increase the level of service provided for indoor facilities I 1 Action Steps: • Work with the University of Iowa to gain access to new recreation center facilities. • Conduct a feasibility study for the construction of an indoor recreation /aquatic facility on the west side of Iowa City that includes multi- purpose program space, gymnasiums, walking track, fitness, aquatics, cardio and weight rooms 23 • If feasible, design and construct a new indoor recreation /aquatic center on the west side of Iowa City OOALthiIN cr+RUNIOFIR RUIN nuus I Strategy: Increase the level of service offered by existing trails in parks and throughout community Action Steps: • Increase neighborhood comnections to multi-use trails • Add small shelters along trails to provide shelter during extreme weather conditions and sudden weather changes. • Create rest stations along all multi-use trails and wide sidewalks to encourage recreational use • Track trail maintenance tasks, hours, and expenses to determine actual trail maintenance costs • Modify the trial maintenance budget to reflect actual trail maintenance costs. Trail maintenance efforts should be balanced between available budget and user expectations. • Work to improve trails within parks to make them safe and enjoyable • Increase walking opportunities in parks by adding loop trails as allowable L Strategy, Increase trail connectivity and overall trail network Action Steps: • As a priority in park and facility construction, prioritize trail construction in capital improvement spending. • Continue to build proposed trails as funding allows. Priorities for trail construction include: .o Connections between. existing trails • Connections between trails that create large loops • Connections to parks and greenspace • Connections to schools and other public facilities • Neighborhood connections to the larger network • Pursue projects to add a bridge to cross the Iowa River bridging Peninsula Park and Crandic Park. • Pursue funding to create a pedestrian underpass across Highway 218 at Hunters Run Park. Recommendation Cost Estimates The following table includes recommended capital projects and additional items that significantly impact the annual operational and maintenance budgets and are above and beyond what is currently funded in the City's FY09 -FY12 CIP Budget and the City's operating budget. All cost estimates are in 2008 figures. Funding sources listed are suggested methods of funding and can be enhanced with additional methods of funding. Overall staffing cost projections are included in the annual operational and maintenance cost estimates. _ 24 Table 2: Cost Estimates and Funding Sources for 2009 -2020 Recommended Priorities Upgrade or replace playgrounds at Creekside, Highland, $240,000 CIP N/A N/A Mercer, and Tower court Parks (4 total) Add restrooms to one $150,000 CIP $5,000 General Fund west side park Add two small shelters $30,000 CIP $2,000 General Fund to multi -use trails Construct Planned Trail $3000000 ,, CIP, Partnerships, $10,000 /mile per General Fund Projects Grants year Create a renovation master plan for $10,000 General Fund N/A N/A Creekside Park Addition of one N/A N/A $38,000 General Fund maintenance worker Kickers Soccer Park $890,500 CIP N/A N/A improvements Butler Bridge $550,000 CIP, Grants $1,000 General Fund Pedestrian Trail City Park Trail lighting $240,000 CIP $2,500 General Fund Frauenholtz - Miller Park $280,000 CIP, N.O.S. Fees $5,000 General Fund development Hickory Hill Bridge $50,000 CIP N/A N/A Napoleon Softball Field $180,000 CIP N/A N/A renovation North Market Square $280,000 CIP N/A N/A Park redevelopment Outdoor ice rink $400,000 CIP $20,000 General Fund Pedestrian bridge- $1,300,000 CIP $1,000 General Fund Peninsula /Rocky Shore Peninsula Park $300,000 CIP $2,500 General Fund development Recreation center $225,000 CIP N/A N/A improvements AIL. Sand Lake Recreation $5,900,000 -CIP, Grants, $50,000 General Fund Area ` Donations Waterworks Prairie $115,000 nations $1,000 General Fund Park Hospice Memorial 25 Wetherby Park $200,000 CIP, CDBG, N.O.S., splashpad Grants, Donations Total 2009 -2012 CIP $11,340,500 (in 2008 dollars) Replace upper $10,000,000 playgrounds at City $750,000 Park with a Destination/ Grants Adventure Playground N/A Construct Planned Trail $8,000,000 Projects General Fund Implement Creekside $300,000 Park Master Plan General Fund Add restrooms to one $150,000 east side park $150,000 Add two small shelters $30,006 to multi-use trails Addition of two N/A maintenance workers Sand Prairie $260,000 development Scott Park development $450,000 Total 2013 -2016 CIP $y 940,000 (in 2008 dollars) CIP, Partnershlpi Sponsorships,,. Grants CIP, Partnerships, Grants CIP CIP CIP, Grants N/A CIP, Grants CIP $5,000 $10,000 General Fund General Fund $10,000 /mile per $10,000,000 CIP, Partnerships, General Fund year Grants N/A N/A $5,000 General Fund $2,000 General Fund $76,000 General Fund $5,000 General Fund $2,500 General Fund Construct Planned Trail $10,000,000 CIP, Partnerships, Projects Grants Acquire and Construct Dedication Fees, New Park in West part unknown Bond, CIP of City Construct additional $75,000- CIP, Partnerships, large dog park in south- $150,000 Grants central part of City 26 $10,000 /mile per General Fund year unknown General Fund $8,000 General Fund Feasibility Study for Recreation /Aquatic $70,000 Center on West side of d community Design and Construct a i new Recreation/ $15,000,000 - F. Aquatic Center on West $20,000,000 4 side of City Total 2017 -2020 CIP +/- (in 2008 dollars) $30,220,000 Total 12 Year CIP +/- (in 2008 dollars) $51,500,500 General Fund 27 N/A N/A $500,000 General Fund BEFORE THE CrI Y COUNCIL OF IOWA CITY, IOWA Corridor Black Business Committee, informal organization, Waeusi Publishing Company, member, COMMUNITY EVENT APPLICATION BUDGET PRESENTATION FOR FY13 {7/1/2012 TO 6/30/2013} Ir COMES NOW, the Corridor Black Business Committee, and member Waeusi Publishing Company, and hereby states the following: I. HISTORY Events in American as well as global history, including the United States slave trade, colonialization of African lands, nations and people, American Civil Rights Movement and the independence of various African countries from colonial rule by European countries; have led to observation of holidays in commemoration and honor of the triumph of people of African descent. This triumph came under very hostile environmental and social - economical conditions. The holidays of Dr. Martin Luther King Jr. Day, African American History Month, Juneteenth — National Freedom Day, and Kwanzaa; are either recognized as federal holidays I America, Iowa state holidays, and /or designated by proclamation by local city and county governments. The Corridor Black Business Committee met to plan events for such occasions and to determine who would handle various tasks needed. Each member had an opportunity to submit proposals for review by the committee as a whole. Bz Media & Productions, Ruhl & Ruhl Realty, Elilda Restaurant, Downtown Boostmobile, KenStar Entertainment, and Waeusi Publishing Company each submitted their own proposals; and the vote was taken by ballot. The results of the vote are in the details submitted in the Application(s) for Community Event and Program Funding filed with the City Manager's Office on November 18t, 2011. H. PURPOSE The purpose of the events in our application(s) is to celebrate holidays of great importance, and at the same time to solicit guests to come from other cities to Iowa City to celebrate with us. This solicitation will be targeted at persons employed by various local governments and /or government officials, military and public safety personnel, members of professional organizations, college students, etc. all from various cities. The method of solicitation will be by emails, letters, invitations, etc. This can generate revenue for local businesses and also tax dollars for the city of Iowa City. On the fashion show event, part of the proceeds from the entry fees to attend the event will go to local charity to help the less fortunate. The Crisis Center is the place we intend for the charity to benefit. CUMAUMTY YiVFiN[fliP{ACATWNaUIXiEf PABSENI' Kf10NFOR FYL3 {7/12012 106/302013} �I III. PARTICIPANTS Those businesses participating in the arrangements and work of the events are Bz Media and Productions, Patrick Munyakazi Photography, Tanega African Clothing, as well as others. Englert Theatre and Sheraton Hotel will be places that will allow us to have events at their locations. They have already been contacted and pre - arrangements made. Due to the length of time from now until the events, it was requested that we re- contact them closer to the event times to confirm dates and times. Another company, Parade Float Stuff, will be a supplier of parade float decorating materials. Various posters, fliers, etc will direct guests of Iowa City and residents here to the locations of each event. Staff at the Iowa City Building Inspections Department have discussed the placement of posters /signs with us already and have approved temporary (short term) placement of signs /posters in the grass areas between the sidewalks and the streets. They further stated that a day or two would be okay to have them (signs) there and to contact them again closer to the times of the events. We have contacted local insurance agent(s) as well as an out -of -state insurance agency regarding the events. We received no responses from the emails and voicemail messages left for the out -of -state agency 1(800) 364 -2433 (503) 227 -0491. We found no local agent able or willing to provide short term insurance for events. Therefore we did not even receive a price quote. Due to harsh economic times and low sales, the committee members do not have funds to purchase insurance policies for these events. We request that the requirements for insurance be waived. IV. CONCLUSION Due to time constraints were unable to submit applications for events for Kwanzaa and Juneteenth — National Freedom Day. And for the holiday of Congolais Independence Day, someone from that specific community may speak on that before you. In short, hosting events like Dr. Martin Luther King Jr. Day, African American History Month, Juneteenth — National Freedom Day, Congolais Independence Day, and Kwanzaa are positive ways for the city to embrace the culture of minority people, and to encourage all citizens to acknowledge these holidays as an intricate part of American society. To attract professional visitors from other cities to join us here will bring new revenue to hotels, restaurants, gas stations, taxi cabs, and so much more. This will be a benefit to the city of Iowa City. Respectfully submitted, Corridor Black Business Committee Waeusi Publishing Company, member 2 ConRa0rarYEV AP cAnoNaUOGGr PRCSCNrA=NFORFYB(7 /12012 ro6✓302013) n O CL O prW O1 n W e 0 N N 0 3 3 A 0 z L Q) 0 or m-- -0 o Q> o-0 � D o- MR 01 < _ N O) C= CD 0 z 3 0 a C NDo0° N N 0n70° 3• N C° 3 0 C ID n 00) CD (n 7� O rcn (D CO m 7' C .r 2 O. o c o--0 m ° o O ° 3 3.5' q� CD c o nO - N.am * D o * c)N N 3 mo Nan _ C. 0 (D 7 c 3. O C (mn m C (D N 3 0 (mi( 0 w 7 N O ' F n (D o = O ((DD7m -Om 70 CD iamvi o X. N O N ti, _ 7< -n C0 G C73 D �0 O ° ch 0 a7 °_ U)F M oho y m a 7 (w - °1 ° n CD m (n _ (SD a m 7 x,< 0 00 m y acc j'C a am m o a 0 o o C_ m o ' wO _.m - Q] (D o m I c = om oc a0 m m o 0 7 7 ° a 0 n 7 a Q (D 3 (p �< a 7 50 ° 0 CL 0 Im a I O C N fIl n 3 3 0 'N--`' "CO A (D �< cT N a S 7 ((D 3 `<° c o ccDD cD 3 cDD c N N O d -� W - a m N �_ 0 O- '0 cD -O 3 7 cD 0 a- 0 0 �` 0 0 0 W C O) O' (n O �. - (D 7 '0 CD 0 3 �. Q'OO ci a N OO m 0 Cn a O � S 0 O 7 7 m O C (D s m m Q d N� y 7 m d cl �. O- 0 ro C a= 7 N (D m< 3 7 7 O a m O CD m o? 0 C a N m o o - v 0- CD (D Z U)mcc ° c ° 2 Oc �M(nm N em 3 3 -0 N 0 (D O 0 7 C 7 2— O o S 7 C C 3 0 (D 901 cC1 O N y° 7 O O(D N S o O^ a 0 7 a » .... N z 0 0) m 0 -O - r. (D 3 �` pl (O 7 C 3 ) 2 ° 3 cD ° 3 a cn O s 3 m � m= m m 0 0 7 N c to m (On 3.(n 7 0 3 °0 p-� a m 3' CD C 0 3 0 0 r.(D 0 C (D 7 0< o .Ol -.�?- m 3' m 3 CD CD a3� °CD 0)0CD M <N. q c m �o� m <3mo m o°O° �aNm jo _ 3F �'3m �v m �°° ° N. �On n ;zw a m 'n m'° mcDw6mO s�.3 a dm a 3 �< (c mmO3o Nm�° 7(Omm =r CD0m< .� CD 3 l< m a N u CD n. °m�Dw m�'mEm'� cmam'0c 00 0) cn ? 7 a 0 7 m CL m 3 0 c� pl o .s► Q' cD 3� cD 0 p3j O co O x c cD 'O o 3 m< 0 0 O- a N. -0 S W N O 01 m o 0) .-. a 0 -0 (n (h 0 m 0 N. 3 CD d m y N n] m S �' N O !n i m :3 j to _ O_ m y m m 3mon° -.n:O o ° 7-��(D m :3 0- .< CD 30Mmmacm4 0 aT�5�� <z cn 0 p<CD 3 m CD m 3� m aao ° c 3 9'� �as3 o Q.c m csi �(D m o Ncov c(n�m 3 mom <'m m cQ�-<001 S' vi _ Q �_ a N 0/ m CD 3 (n m c 0 0<I 7 3 O m (0 CD S j �v d.7 CD CL o �O° 3 °_ °_' a,)w33.0 ocmm CD 3 m ° -° 3 3 77 CD 7 O 7 Q� m °- N -0 0) m N. O (mii 4 (� O CD (D 3 0 W W CD CD "0 (ap K 7 .� N n Qm N 3 m CD 1 QN QO Z57 c00p�Wn' °ca�v� 3 x om < m3 CD m 0 CD n -nm m _.0 O gm 3 m o C) m � c o s m 3 _ _I m- m 0 m(n m= m y n'o F (=D D o m N mmi mmi L6 CAN'T MISS HIGHLIGHTS SEPT 23 a JOE RAIOLA Mad Magazines Senior Ediwr joe Ralola's satirical and scathing look at American hypocrisy arrives just in timeJar the next big political season. Rai.le's humorous examination fAmerlcan values and traditions will have us laughing and rethinking how we approach modern 1 fe. -- — SEPT 29 a THE MILES DAVIS EXPERIENCE The Miles Davis Experience (a project curated by Blue Now Records) brings to life the music .fjacer most famous musician and one (American music history's legendaryfigum : Miles Davis. A quintet led by rising starAmbrose Akinseusire, will play material from Davis fertile period on Blue Note from W 1949 -1959 (rodlu rt _ (including Birth of the Cool and Kind of Blue) _ ® — OCT 6 -8. 99TH ANNIVERSARY The Englert celebrates the 99th Anniversary of one of Downtow lows City's most historic buildings. jmn usfar three days f eventsfeaturing Z performances by Iris DeMent and Pieta Brown as well as a series ffree pandsfemuring a compelling lineup of Iowan artists, musicians, and theatre performers. W Wj THANK YOU TO OUR FALL SHOW SPONSORS _ Hills Bank , and Trust Company ZO SUSAN ORLEAN Aathar 22 TROMBONE SHORTY EnnkljazxlSanl 22 A NIGHTMARE ON ELM STREET* ;tfidnight b(m'ies 30 THEY MIGHT BE GIANTS ladle Iran, NOVEMBER 05 DONNIE DARKO* Alidnight M.viss 18 GREG BROWN Fwk 19 BIG LEBOWSKI* Midnight Alm-ies DECEMBER 2 -4 THE NUTCRACKER with NOLTE ACADEMY OF DANCE 05 DAVID RAKOFF anihar 101, WILLY WONKA & THE CHOCOLATE FACTORY* Alnln;ghtdrm -m. Community event grant for: Congolese Independence Day, June 2012 Date: January 31, 2012 Location: Iowa City Contact Person: Peter Nkumu, President of Congolese Community of Iowa Good evening, My name is Peter Nkumu, longtime Iowa City resident at 2001 Union Rd, Iowa City. I am the president of Congolese Community of Iowa and also co -owner of Elikia Restaurant (new African restaurant in Coralville, 118 2nd St, Suite Q. I am here to talk about Congolese Independence Day event my organization is seeking funding to cover the costs associated with the event. For your information, the Congolese Independence Day is an annual community event hosted in Iowa City or Cedar Rapids by Congolese people to promote understanding of culture in the community we live. The event has always been opened to the public interested in celebrating with us and learning a piece of our culture along the way thru many activities (soccer game in the morning, short Congolese play, fashion show, food and dance)planned for the occasion. Because of past success and positive response for events held in 2005 and 2010, and a growing interest from the public to this event, the Congolese community is requesting a grant to help cover the following costs: Hall rental Entertainment equipment rental Food and refreshment Miscellaneous Thank you for your consideration to our request Pe er Nkumu ;,fir President of Congolese Community of Iowa Congolese Independence Celebration To Benefit Immigrants July 2 - University News Se... Page 1 of 1 Congolese Independence Celebration To Benefit Immigrants July 2 The Congolese Mutuality of Iowa (MUCO) will celebrate the 45th anniversary of the Democratic Republic of Congo with a benefit Saturday, July 2 that will help raise funds for the estimated 300 Congolese immigrants living in Iowa City /Cedar Rapids area. The community is invited to gain knowledge about the country, enjoy traditional food and witness lively dancing from 8 p.m. to midnight. The event will be at Old Brick Auditorium, 26 East Market St. in Iowa City and is co- sponsored by MUCO, UI International Programs and UI office of International Students and Scholars. "The people here have links or bonds to the country. This event is a way of taking them back and reminding them of their country. It also gives their friends, classmates and colleagues an idea of where they come from and their culture and history," said Kashama Mulamba, a professor of English at Olivet Nazarene University in Bourbonnais, III. Mulamba will be the guest speaker at the event and is scheduled to discuss a brief history of the country, beginning at 8 p.m. Guests will enjoy African dancing including the traditional Rumba and the more modern Ndombolo dance. Traditional Congolese food including, kwanga, fufu, chapatti, mbisi and pondu will be served at the event. A donation of $10 for singles and $15 for couples will be collected at the door. For questions regarding tickets, please contact Honda Kahindo, coordinator of the event at 319 - 248 -0109 or hkahindo engineerinq.uiowa.edu. Those who would like to support the cause but are unable to attend the benefit can send donations to the Congolese Mutuality, 2001 Union Rd, Iowa City, IA 52240. All proceeds raised from the event will go to benefit local Congolese immigrants with health care, housing, English lessons, driving, daycare and other needs. For more information or special accommodations, contact MUCO President Peter Nkumu at 319 - 358 -7895, pnkumu @uiccu.org, or Honda Kahindo at hkahindo @engineerinq.uiowa.edu. UI International Programs consists of a number of offices, centers, degree programs, academic programs, research projects and services. Organized under the associate provost for academic programs and dean for International Programs, these units serve to further internationalize the campus and community and promote global scholarship, research, and teaching. STORY SOURCE: University of Iowa News Services, 300 Plaza Centre One, Suite 371, Iowa City, Iowa 52242 -2500. CONTACT(S): Media: Lois Gray, 319 - 335 -2026, lois -cirav @uiowa.edu; Program: Peter Nkumu, 319 -358- 7895, pnkumu @uiccu.orq; Writer: Kent Nguyen http: / /news- releases.uiowa. edu/2005 /June /062105 congo- celebration.html 1/31/2012 Johnson County BOARD OF SUPERVISORS Rod Sullivan, Chairperson Pat Harney Terrence Neuzil Janelle Rettig Sally Stutsman Agenda Boardroom — 2 "d Floor Johnson County Administration Building 913 South Dubuque Street Iowa City, Iowa 52240 Thursday, January 26, 2012 FORMAL MEETING 1. Call to order 9:00 a.m. 2. Inquiries and reports from the public 3. Proclamation x/ a) Motion authorizing the Chairperson to sign a Proclamation proclaiming February 2012 as African American History Month in Johnson County, Iowa. 4. Action re: claims 5. Action re: formal minutes of January 19, 2012 formal meeting 6. Action re: payroll authorizations 7. Business from the County Auditor a) Action re: permits b) Action re: reports c) Other 913 SOUTH DUBUQUE STREET, SUITE 201 ♦ IOWA CITY, IOWA 52240 -4207 ♦ PHONE: (319) 356 -6000 ♦ FAX: (319) 356 -6036 W W W.JOHNSON- COUNTY.COM t . 01 x goo aoo E N ' n 0 E m m C C o� w e LL to m F- LL o 22 u Fto Occ to = W 14 1— O C uN ° at 0 7j m n Z 3 m� 2. o t 0.2 ca N � N U 5 N 2 U Sm U 6 w F- ` 1 Nor �t • E7 13OUTIQUE & HRIR B"IDIMC yr SELL, PROMOTE, PERFORM iw YOUR MUSIC!! 100 CDs 100 2 -sided Covers 100 Cases 100 Flyers 5 Posters CO Release Party` $150 HK6'll nb ntnrt a� ,tography For ALL Your r U pN N ndom photography needs m =,< o ' 'er-' .gym m 19191411.8319 MOD O l.1 5 Posters o ri 3 .1 t o C 91 IF E N ' n 0 E m m C C o� w e LL to m F- LL o 22 u Fto Occ to = W 14 1— O C uN ° at 0 7j m n Z 3 m� 2. o t 0.2 ca N � N U 5 N 2 U Sm U 6 w F- ` 1 Nor �t • E7 13OUTIQUE & HRIR B"IDIMC yr SELL, PROMOTE, PERFORM iw YOUR MUSIC!! 100 CDs 100 2 -sided Covers 100 Cases 100 Flyers 5 Posters CO Release Party` $150 HK6'll nb ntnrt a� ,tography 50 CDs For ALL Your 50 2 -sided Covers photography needs 50 Cases www.m unyakaztphotography.com 100 Flyers 19191411.8319 50 CDs 25 CDs 50 2 -sided Covers 25 2 -sided Covers 50 Cases 25 Cases 100 Flyers 100 Flyers 5 Posters 5 Posters $85 $65 M 34jhrjtmffA- bz & 319.493.3029 bztv313 @yahoo.com Discount On Videos s T Shirts With any Package! n Zi s �o a� o rAn x o � O C nn 0 CD CD SZ� c 70 M x'11 r!? r� � z 0 m m 0 z Ed ---------- } h W cr O"0 �+ � (D =r Q l C O CD (D U AO a N O `cOn•ca'3 RD' m -0. rtfl- fl'rnC D1 3� FD O N o n p O vj pm ° :n 2, ((D a =r a to 7c (D d 7 v [D O (D HT 0 N 5 m• n• v d o lD O to 00► D (D 'n n Ln (D wo. v p o� fD 2 O S? O O o rt(D �73 W O 3 3 �o D A. 3 —3 ID a (Dvr n 2:j N CD (D n d rt Oj p a_ to 3 O to =- m La, -p S ! 'f. � �. � -n 07 of � d Q (OD y rr (D a_ S 7 (D rt O N � '< , O c 3 �ZO�on.En rn°' r-o (D3 3 ,mom rt 0 CL (11 Q rt (D 1 -n @ -h x frt—D cu O j (ID ID m O O 0 c bN a O N a_ a. 03pioo,a (iV rr -Ncom OJ (n (n 5 � (D D -< °' 7 m lu o, 0 r 3 cr � rt0 �Q 6 7 a rt � N rt E rt + N O a. O 0, O @ <m N ( Cu o Cr = O �-0 p p 0 (D 0 (D @ O °' O yo c _ a- =r 3 �ofD fll rt O O t]1 rr rt a. c N Q (D (D coif Obi c 70 M x'11 r!? r� � z 0 m m 0 z O� n' (O � o i Q• co O � t R cn n ti � o c nn O O CD S IN r� V` 1 r ' � t c - b ji� o F, 5 §5- IN r� V` 1 r ' � t c - b 5 §5- J IN r� V` 1 r ' � t c - b IQLJ i I IQLJ p m GJ � I ti CL � m Gd tol CD O ch CA z Cn O H COD A w �o o �a, o C0 bd °" Cd � s' � o C)n 0 CD C- 111- ~\ O'l� imil PE"i - - I Bim 1 C : `w S. r u Cs- N ss a. m N to CD CD o� 0 Z r F r F N Ij c C-g AL 0 0 W x td rA En En C� 0 C CD CD m 0 ti n m o' Q- Iv