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Home My WebLink About2015-05-07 Info Packet1 = 1 CITY OF IOWA CITY www.icgov.org CITY COUNCIL INFORMATION PACKET MISCELLANEOUS May 7, 2015 IN Council Tentative Meeting Schedule IP2 Article from City Manager: When Cities and Suburbs Work Together IP3 Information from City Manager: Guiding Principles — Greater Omaha Economic Development Partnership IN Memo from City Clerk: KXIC Radio Show IP5 Letter from Mediacom: Xtream Email from Council Member Botchway: Conflict of Interest [Late addition distributed 5/8/15] CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY www.icgov.org May 7, 2015 MISCELLANEOUS IN Council tative Meeting Schedule IP2 Article from City Hager: When Cities and Suburbs Work Toget f IP3 Information from City anager: Guiding Principles — reater Omaha Economic Development Partnership IN Memo from City Clerk: KXIC Ra 'o Show IP5 Letter from Mediacom: Xtream —%sn_ CITY OF IOWA CITY Date City Council Tentative Meeting Schedule Subject to change May 7 2015 mINi Time Meeting Tuesday, May 19, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, June 2, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, June 16, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Monday, July 20, 2015 4:00 PM Reception prior to meeting TBA (Johnson County) 4:30 PM Joint Meeting / Work Session Monday, July 27, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Special Formal Meeting Tuesday, August 18, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, September 1, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, September 15, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, October 6, 2015 5:00 PM Work Session Meeting Emma J. Harvat Hall 7:00 PM Formal Meeting 07-1 From the City Manager" IP2 When Cities and Suburbs Work Together Metropolitan areas like Denver and New York are shunning competition and focusing on how entire regions can work together to reach economic goals. In the 1980s, the city of Denver, Colorado, was hardly a model for any type of economic development. After the oil bust, the vacancy rate in Denver's downtown soared, with the city auctioning off office space for mere cents per foot, remembers Tom Clark, the chief executive officer of the Metro Denver Economic Development Corporation. Residents cordoned themselves off in the nearby suburbs. And the state budget was in such dire circumstances that the government stopped funding prominent cultural institutions like the Denver Art Museum and Denver Botanic Gardens, write Bruce Katz and Jennifer Bradley in their book, The Metropolitan Revolution. It's hard to square this portrait of Denver with the city today, which consistently ranks high on lists of the best places to live and work in the country. How did Denver go from an ailing city to a vibrant regional economy, connected by robust public transportation, thriving cultural institutions, and shared economic values? The city and its surrounding suburbs had to decide that working together was preferable to struggling separately. After some initial finger -pointing, localities joined forces in the mid-1980s to transform the Denver metropolitan area from a resource-based economy that was concentrated on oil to a vibrant, diverse one. The resulting collaboration has tackled everything from air quality to building a new train system. "It's a culture issue. It's the way they do business there," says Bradley, the director of the Center for Urban Innovation at the Aspen Institute. Denver's turnaround began with a regional agreement, signed in January 1987, which laid out the region's shared economic principles. The mayors of Denver and surrounding areas still gather once a month to meet on economic plans. And, even though the original regional agreement remains voluntary, people stick to the core ideas. "It's an approach to regionalism that's about creating a culture instead of a legal structure," Clark adds. "People want to behave at the highest level of ethics, provided the guy next door does, too." The success of Denver shows the value of cities, suburbs, and rural areas banding together to tackle economic development. Yet despite the benefits of this model, regional collaboration remains rare. Far more common is the example of cities and towns vying to undercut one another for the next big economic project—be it through tax breaks, government subsidies, or changes to zoning regulations. "It really is still so hard for people to look beyond the one big deal in the pipeline," Bradley says. (Case in point: Kansas and Missouri are famous for their "economic border war," where the two states fight over companies headquartered in the Kansas City area.) Landing that one big deal, after all, is what has consumed local economic -development officials for decades. Every city, suburb, and town wants to tout a major corporate headquarters or new stadium or plant to employ hundreds of residents. Increasingly, this line of thinking appears outdated. "People are moving from, 'Let's build an industrial park and hope that somebody locates here' to 'What are our true competitive advantages and assets and how do we leverage them?"' says Matthew Chase, the executive director of the National Association of Counties. In this increasingly global economy, cities, suburbs, and towns have to worry not just about competition from an adjacent city or state, but the competition from other countries with lower wages. That's why a handful of places, like Denver, have realized the benefits of regional work. "It's best to look at what makes sense to make the economy of the metropolitan region function effectively," says Christopher Jones, the vice president for research at the Regional Plan Association, an independent urban -research and advocacy group focused on the New York, New Jersey, and Connecticut metro area. "If you're not doing that, you're just moving pieces across the table—they could just as easily move back in the other direction instead of creating lasting value and productivity." That's why regions from Denver to New York City and its surrounding suburbs to even rural communities in Iowa, Nebraska, and Kentucky are working together. Instead of just offering up the best or highest tax breaks, these locals governments, planning officials, private -sector business people, and real-estate developers are trying to think through what makes each region unique and authentic. Then, they build up the local economy around those attributes. In New York, that may mean working to bring more tech companies and engineering firepower to the city, which, in turn, will help the surrounding areas by creating jobs. In a county of 100,000 residents in Iowa, it means banding together with neighboring rural areas to bolster local agriculture. "People are going to push for regional approaches because the economy is regional," says Amy Liu, co-director of the Brookings Metropolitan Policy Program. "Even if you are a mayor in an urban core, your residents still need to find good -paying jobs wherever they are." That means traveling from one's home to an adjacent suburb, town, or county for work. Part of the change, of course, has come about because many cities boast much brighter economic fortunes than they did throughout the 1970s and 1980s. New York, San Francisco, and Washington, D.C., now offer their own infrastructure, cultural attractions, jobs, and nightlife, while suburbs across the country have started to encounter their own share of traditionally urban problems, like poverty and vacant storefronts. "Cities started to come back, while the suburbs are a mixed bag," Bradley says. "Cities stopped looking like dead weight." Cities may not be as bad off as they once were, yet the collaboration between the cities and suburbs remains one of the most challenging impediments to regional economic development. Just look at the tension in Ferguson, Missouri, which suffers from poor economic fortunes and racial discrimination, while other areas of St. Louis prosper. "The city versus the suburbs is a difficult barrier to overcome," Jones says. FROM THE CITY MANAGER MJ Guiding Principles Greater Omaha Economic Development Partnership Partnership Members: Greater Omaha Chamber, Advance Southwest Iowa Corporation, Cass County Economic Development Council, Gateway Development Corporation, Greater Fremont Development Council, Sarpy County Economic Development Corporation. Regional economic development can be an incredibly effective vehicle for growing a metropolitan region. It reflects the realities of a regional economy, regional workforce, and broader community; and provides the vehicle for business to easily consider all viable investment options within a given region or metropolitan area. Successful regional economic development requires a high degree of collaboration, communication, professionalism, trust and respect. This document outlines the standard business practices of the Greater Omaha Economic Development Partnership. The following represents the principles, ethics and professional courtesies of this full- service agency that will shape the business recruitment practices, business retention and expansion, entrepreneurship and innovation, and workforce/talent attraction efforts. Our common mission is to increase business, investment and employment in the Greater Omaha region. We strive to be the most proactive, professional, responsive and respected metropolitan regional economic development organization in the nation. By signing below, each economic development partner is committing to abide by these principles to the absolute best of his or her ability. Marketine/Brandine Message • The focus will be on positioning the Greater Omaha region as a destination for business and careers. • Always position Greater Omaha Economic Development Partnership as a multi -county, bi-state region. • Assume the client will be interested in the entire region and submit opportunities accordingly, unless directed otherwise. • Present data in a regional, one -market format whenever possible, realizing the necessity of breaking out tax and incentive data by partner jurisdiction(s). Prospect and Project Management • All inquiries will be handled with total transparency with all partners being aware of all inquiries. Equal access to all inquiries will be available in a common database. • All specific projects (RFP's, etc) will be shared with all partners upon receipt including any exclusivity requirements. • Each partner is responsible for the existing business program in their community. Any regional existing business activity is to be coordinated with the local partner. • Respect the source of the lead brought to GOEDP and work exclusively on their behalf—unless it is determined that the project has simultaneously contacted GOEDP and/or other regional partners. In such cases, the only means to alleviate the confusion is instant and open communication between the partners. • The client will initiate and drive all requests and changes regarding exclusivity and the partnership will respect the client's directive. • In the case of state/utility/partner generated leads, exclusivity will be respected. If/when the client requests a change in exclusivity, the lead source will be immediately notified to agree on a future course of action. • All information from states, counties, communities and utilities, etc will be treated as proprietary information and never shared with anyone other than the client and partnership staff. • Respect and comply with requests for confidentiality from the client(s). • Work in partnership with the respective states and community partners to jointly announce all successes, taking special care to recognize all who played a part. • If contacted concerning an intra -regional move and no representation is made that the company may leave the region, the client will be directed and encouraged to work with the partner representative in which their company currently resides. The goal is to retain local companies in the region. • If contacted about a potential relocation within the region, when a credible threat to leave the area entirely also exists, the GOEDP will remain involved in a manner that suits the particular situation—always with a stated bias towards retaining the company in its current locale and a commitment to communicate early, openly, and often with the member(s) most affected by this potential loss. Partner's Commitment to the GOEDP • Maintain confidentiality in all aspects of the deal in -so -far as possible, with the understanding that all projects will include a public element at some point in the process. • Until the client has approved public disclosure of the project, no discussion of project code name or project specifics shall occur in a public environment to protect the integrity of the project and the confidentiality expectations of the client. Partners may discuss project specifics with their Board of Directors with the understanding that the information is not to be further shared. • Client announcements where the Partnership has been asked to be involved will be handled in a manner consistent with brand and image guidelines and in coordination with the Greater Omaha Chamber's marketing department and media consultant. • Respect the GOEDP's lead on projects that it generates, refraining from contacting the client directly until requested to do so by the client. • Be fully prepared for prospect visits in accordance with the level of detail GOEDP has been able to provide. Partner's Commitment to other Partners • Avoid proactively marketing directly to individual businesses in the region in a manner that overtly promotes relocation. • Refrain from disparaging other communities or submarkets within the Greater Omaha region in any form of marketing material, written or verbal communication. • Refrain from disparaging other communities or submarkets in competing regions in any form of marketing material, written or verbal communication. • If contacted directly by a firm considering an intra -regional relocation, it will be the intent of the partner receiving the contact to alert the partner in the company's host community. Dispute Resolution If a situation arises in the handling or management of a Partnership project where there is a disagreement between any various Partnership members that cannot be addressed through the normal workings of the Partnership, such dispute will be brought to the President and CEO of the Greater Omaha Chamber for review and development of a proposed course of resolution. If there is still disagreement on the course of the proposed resolution and internal good faith efforts are exhausted, all parties agree to follow standard dispute resolution practices and seek a neutral third -party to mediate the process. Accepted: Name: Title: Organization: Date: iN."n, p CITY OF IOWA CITY 1P4 - L I ��w " qu � 441 MEMORANDUM Date: May 7, 2015 To: Mayor and City Council From: Marian K. Karr, City Clerk YW Re: KXIC Radio Show At your May 5th work session, and follow-ups conversations, Council Members agreed to the following schedule for the Wednesday 8AM radio show. At your request a complete summer schedule is provided below. Wednesday May 13 — Mims May 20 — Dickens May 27 — Throgmorton June 3 — Mims June 10 —Payne June 17 — Mims June 24 — July 1 — Mims July 8 — Mims July 15 — Mims July 22 — July 29 — Mims August 5 — Mims August 12 — Mims August 19 — Mims August 26 — Mims In addition we are adding a 7:15 — 7:45 AM the first and third Friday of each month: Friday May 15 — Dobyns June 5 — Dobyns June 19 — Throgmorton July 3 (pre-recorded 10 am 7/2) — Mims July 17 — Mims August 7 — Dobyns August 21 — Mims Future requests / commitments: Wednesday September 2 — September 9 — September 16 — September 23 — September 30 — October 7 — October 14 — October 21 — May 7, 2015 Page 2 October 28 — November 4 — November 11 (pre-recorded 10am 11/10) — November 18 — November 25 — December 2 — December 9 — December 16 — December 23 — December 30 - Friday September 4 — September 18 — Dobyns October 2 — October 16 — Dobyns November 6 — November 20 — December 4 — Dobyns December 18 — Please remember that KXIC is very flexible with taping the Wednesday sessions ahead of the show. It is the intent of the Friday interviews to be live. U: radioshowappts.doc i � r April 30, 2015 Ms. Marian Karr City of Iowa City 410 E. Washington St. Iowa City, Iowa 52240-1826 Dear Ms. Karr: FILED 2015 MAY -5 AM 11:42 IOWA CITY 6VIA Mediacom is excited to announce that, on or around June 1, 2015, we will be launching Xtream, a new powerful integrated platform which combines TiVo®, the world's only DVR and streaming device, with ultra -fast wireless Internet using an advanced cloud based home networking platform to bring customers an effortless and elevated digital experience. Xtream will allow customers to browse and schedule recordings on multiple TV's or watch live and recorded in-home streaming to any iOS or Android devices via the TiVo app, transfer recorded shows to mobile devices to take on the go, access popular web apps like Netflix, Pandora and YouTube right through their TV and more! The following levels of Xtream Triple Play packages will be available for subscription: {` x NpME Monthll r fii ,.y t'e++.iYr ern�yye�t ServCC & �eatulCeS IGnClnded it �ii III o G 4' nom' b Cyt g i $169.98** $179.98** $189.98** Family TV; TiVo Single Room DVR service; TiVo capable advanced set-top box; Internet (see chart at (11.6% package (15.2% package (18.2% Xtream Silver right); advanced home -networking (WiFi); and Digital discount to discount to package Phone service with unlimited local and nationwide standard a la standard a la discount to standard a la calling, free voicemail and u to 15 calling features. g P g carte rates) carte rates) carte rates $209.98**98** Xtream Silver PLUS TiVo multi -room DVR service; $189. $199. 98** (22.6% Xtream Gold any lof 3 Digital Paks; STARZ, ENCORE, Showtime package package package and The Movie Channel. discount discount ala discount discount to a la discount to a la t carte rates) carte rates) carte rates) $229.98** $209.98** $219.98** Xtream Gold PLUS all 3 Digital Paks; HBO and (24.7% package (26.4% package (27.9% Xtream Platinum package Cinemax discount to a la discount to a la discount to a la carte rates) carte rates) carte rates) *Excess usage will result in additional charges of $10 for every increment of up to 50 additional gigabytes used. Usage allowances are subject to change. For more information, see "Additional Terms and Conditions -Monthly Usage Allowance" at https://mediacomcable.com/site/legal.html. **Price does not include local broadcast/regional sports surcharge (currently up to $7.11 per month). Modem is required and is not included in the package price. The Mediacom modem is DOCSIS 3.0 (133) standard, wireless gateway and EMTA device which is specifically designed to deliver Digital Phone service, Internet service as well as the advanced wireless home networking features in the Xtream packages. Customers may choose to either purchase similarly approved D3 standard or higher modem from Mediacom or any another reputable retailer, or rent it from Mediacom for an additional $7.50 per month. Mediacom Communications Corporation 6300 Council St. NE • Cedar Rapids, IA 52402 • 319-395-9699 • Fax 319-393-7017 In addition to the launch of our Xtream packages, going forward, Mediacom's Digital Paks (Kids & Variety, Sports & Information, and Movies & Music) will be $7.95 per month each. There will no longer be a discount for purchasing more than one Digital Pak. Customers currently purchasing more than one Digital Pak will continue to receive the packaged discount. Mediacom will also be standardizing the following charges across all systems: Installation of Additional Outlet (same trip) $15.00 Installation of Additional Outlet (separate tri) $29.00 Field Reactivation of Account $29.00 Field Change of Service $29.00 Connection of Consumer Owned Equipment $29.00 Mediacom is proud to serve your community, and looks forward to bringing our customers the best services we can provide. Should you have any questions please feel free to contact me at 319-395-9699 x3461 or lgrassley@mediacomcc.com. Sincerely, Lee Grassley Senior Manager, Government Relations .. •• er+ �.c ,..•m t I CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (3 19) 356-5000 (319) 356-5009 FAX www.icgov.org LATE ADDITION TO 05-07-15 Information Packet IP6 Email from Council Member Botchway: Conflict of Interest Marian Karr From: Kingsley Botchway Sent: Friday, May 08, 2015 11:56 AM To: Matt Hayek; Jim Throgmorton; Susan Mims; Michelle Payne; Rick Dobyns; Terry Dickens Cc: Tom Markus; ramey.chace@iowacityschools.org; Stephen Murley; Eleanor M. Dilkes; Marian Karr Subject: Conflict of Interest Hello Fellow Council Members, As you know, approximately 6 months ago, I accepted a job with the Iowa City Community School District as the Director of Equity & Staffing. I have on several occasions conferred with the City Attorney about potential conflicts of interest between my roles as the Equity Director and a City Council member and understand from her that a legal determination of whether there is an actual conflict of interest is a fact -specific inquiry that must be made on a case-by-case basis. However, to avoid even the appearance of any conflict, I think it is best to recuse myself from all matters that directly involve the school district, including Council discussion of issues that will be decided by the School Board. Thank you! Kingsley Botchway II Iowa City Council Member Sent from my Wad