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HomeMy WebLinkAbout2016-01-28 Info PacketCITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY January 28, 2016 www.icgov.org IN Council Tentative Meeting Schedule FEBRUARY 2 WORK SESSION IP2 Work Session Agenda IP3 Memo from City Manager: Pending City Manager Resignation and Actions for City Council to Consider IN Memo from Asst. City Manager: City Council Consideration of the Draft Strategic Plan I135 Memo from City Manager: Fiscal Year 2016-2017 Proposed Budget Revisions I136 Pending City Council Work Session Topics MISCELLANEOUS IP7 Memo from City Manager: Iowa City Assessor Salary Adjustment IP8 Copy of Press Release from City Manager: Any Given Child IP9 Information form Mayor Pro tem Botchway: Child Data Snapshot IP10 Memo from Public Works Dir.: Flint Michigan Water Quality Issues IN 1 Joint Entities Meeting Minutes — January 25, 2016 IP12 City of Iowa City Quarterly Investment Report IP13 Copy of letter from Asst. Transportation Planner: Potential traffic calming on Seventh Avenue IP14 Copy of letter from Asst. Transportation Planner: Potential traffic calming on Langenberg Avenue Memorandum from City Manager: CIT (Crisis Intervention Team) training in San Antonio, Texas [Distributed as late handout on 2/1/16] DRAFT MINUTES IP15 Community Police Review Board: January 20 IP16 Community Police Review Board: January 25 cccpri I �-�A �"�Mp i � Rql�' CITY OF IOWA CITY www.icgov.org CITY COUNCIL INFORMATION PACKET IN Council Tentative Meeting Schedule FEBRUARY 2 WORK SESSI IP2 Work Session Benda IP3 Memo from City anager: Pending City Manager Council to Consid IN Memo from Asst. City nager: City Council Consi IP5 Memo from City Manager: iscal Year 2016-2017 rol IP6 Pending City Council Work ession Topics ELLAWEOUS January 28, 2016 and Actions for City of the Draft Strategic Plan Budget Revisions IP7 Memo from City Manager: Iowa City se sor Salary Adjustment IP8 Copy of Press Release from City Manag : Any Given Child IP9 Information form Mayor Pro tem Botch ay: hild Data Snapshot I1210 Memo from Public Works Dir.: Flint ichigan ater Quality Issues IN 1 Joint Entities Meeting Minutes — anuary 25, 2 6 IP12 City of Iowa City Quarterly Inv tment Report IP13 Copy of letter from Asst. Tr sportation Planner: Avenue IP14 Copy of letter from Asst. T ansportation Planner: P4 Avenue DRAFT MINUTES IP15 Community Police eview Board: January 20 IP16 Community Poli a Review Board: January 25 ntial traffic calming on Seventh calming on Langenberg CITY OF IOWA CITY -� City Council Tentative Meeting Schedule 1PI Subject to change January 28, 2016 Date Time Meeting Location Tuesday, February 2, 2016 5:00 PM Special Formal / Exec. Session Emma J. Harvat Hall Work Session 7:00 PM Formal Meeting Tuesday, February 16, 2016 5:00 PM Conference Board Meeting Emma J. Harvat Hall Work Session 7:00 PM Formal Meeting Tuesday, March 1, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Wednesday, March 23, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Special Formal Meeting Tuesday, April 5, 2016 5:00 PM Work Session Emma.J. Harvat Hall 7:00 PM Formal Meeting Tuesday, April 19, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting - - - - Monday, April 25, 2016 4:00 PM Reception Emma J. Harvat Hall 4:30 PM Joint Entities Meeting Tuesday, May 3, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, May 17, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, June 7, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, June 21, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, July 5, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting Tuesday, July 19, 2016 5:00 PM Work Session Emma J. Harvat Hall 7:00 PM Formal Meeting L01-28-16 IP2 1 t t CITY OF IOWA CITY 410 East Washington Street Iowa City. Iowa 52240-1826 (3 19) 356-5000 (3 19) 356-5009 FAX www.icgov.org Special Formal / Executive Session 5:00 PM — separate agenda posted City Council Work Session Agenda Tuesday, February 2, 2016 Following Special Formal Meeting Emma J. Harvat Hall - City Hall ■ Questions from Council re Agenda Items ■ Council Appointments [Agenda item #12] ■ Housing Choice Voucher [Agenda item #10] ■ Discussion of Interim City Manager and City Manager Search [IP #3 Info Packet of 1/28 ] ■ Information Packet Discussion [January 21, 28] Strategic Planning [IP # 4 Info Packet of 1/28] Budget [IP # 5 Info Packet of 1/ 28] ■ Scheduling Listening Post ■ Council Time ■ Meeting Schedule ■ Pending Work Session Topics [IP #6 Info Packet of 1/28] ■ Upcoming Community Events/Council Invitations r l•p CITY OF IOWA CITY IP3 - MEMORANDUM Date: January 28, 2016 To: City Council From: Thomas M. Markus, City Manager Re: Pending City Manager Resignation and Actions for City Council to Consider In discussing my pending departure for Lawrence, Kansas with Mayor Jim Throgmorton, I offered to summarize a course of action for the Council's consideration in the process of selecting a new City Manager. In general, I believe you have two items to consider. Initially, would recommend you appoint an Interim City Manager who would assume the role of City Manager upon my departure and would continue to serve until a permanent City Manager is appointed. The second item for the Council to consider is the determination of how you will proceed to fill the City Manager position on a permanent basis. I will describe the two items in further detail below. Before doing so I would encourage you to call upon City Clerk Marian Karr and City Attorney Eleanor Dilkes to facilitate the process on behalf of the City Council. Marian and Eleanor have served in this capacity during the past two searches for a City Manager. As two of the direct appointees/reports of the City Council, Marian and Eleanor can handle the logistics, requests for proposals, contract communication, and overall process progression. The City Manager's Office and departments under the Manager's direction should be kept out of the process to ensure that there is no influence on the process either in actuality or appearance. The public needs to have confidence in the integrity of the process. Even when the City Clerk and City Attorney are asked to assist Council in facilitating the process, the City Council will have the final say at all stages of the interim and permanent City Manager selection process. Interim City Manager Appointment: Attached is a copy of Resolution 09-162 appointing the former Assistant City Manager as the Interim City Manager following former City Manager Michael Lombardo's tenure and before the start of City Manager Tom Markus' service. Typically, City Councils select a senior member of their City staff to serve as the Interim City Manager. The Council could invite staff members to express their interest in serving as Interim City Manager and then make a selection from the candidates who submit their names. Another option is for the Council to select a member who they believe will best serve in the role of Interim City Manager. In either case, the Interim Manager should be assured that they will retain their existing position when the interim term ends, unless of course the Interim Manager becomes the permanent Manager. As I intend to start my employment in Lawrence, Kansas the week of March 21, 2016 it would be desirable to make an Interim City Manager appointment prior to my departure to be effective immediately following my last day of work. Additionally, once the Council decides who the Interim Manager will be you will need to decide what salary the Interim City Manager will be paid for the additional duties which may be in effect for several months. If the Council desires I will provide a recommendation as to an Interim Manager salary. January 28, 2016 Page 2 Permanent City Manager: The permanent City Manager appointment process is significantly more complex than the Interim Manager appointment. Unless the Council intends to make an appointment without a competitive process I would strongly urge the Council to consider the use of a professional executive search firm which has extensive public sector experience and more specifically local government manager search and recruitment experience. I make this recommendation as to local manager recruitment experience because these firms do not simply seek applicants but also specifically recruit candidates that will match the City Council's City Manager profile. I have attached: 1) a copy of a request for qualifications (RFQ) for City Manager search services; 2) timelines for selection of a firm; 3) samples of executive search firms; 4) the 2010 recruitment brochure for the Iowa City City Manager position; and 5) the resolutions and Professional Services Agreements with the Par Group dated 2007 and Slavin Management Consulting dated 2010. You should look at the RFQ and the two agreements and consider if there are other services or processes you may want to include in an executive search and recruitment process. The first step is to direct the City Clerk and City Attorney to prepare the Request for Qualifications for an executive search firm and present a timeline for the selection of a firm. The Council can give this direction at an upcoming Council meeting. In my opinion, there is no reason to delay this part of the process. Incidentally, this is the reason that I encouraged you to wrap up budget and strategic plan discussions so this can fully inform the drafting of your City Manager profile which you will use to measure potential candidates and their attributes against your profile of desired qualities and experience. The executive search firm will also help you to define your salary range. The firm will help you by evaluating our market area so that you are offering a competitive salary range. If you expect an internal candidate to apply and be given consideration, a number of search profiles will state that there are internal candidates that will be considered as well. On the other hand, you should not go through a search process if you have predetermined who you intend to select. Exposing outside candidates to this process without having any intention of seriously considering them is, in my opinion, wrong and may cause an outside candidate harm with their current employer. In the end it is the decision of the City Council and their collective wisdom to select the best candidate to serve Iowa City as the next City Manager. Suqqested City Council Actions: Interim City Manager: 1) Invite the senior City staff to submit a letter of interest if they are interested in the Interim City Manager position. 2) Determine an interview process and make an Interim City Manager selection. 3) Ask the City Clerk and City Attorney to prepare a resolution appointing an Interim City Manager. Approve the resolution naming the Interim Manager and setting any terms or conditions. 4) Ask the City Clerk and City Attorney to recommend any additional processes they would advise you follow in making the Interim City Manager appointment. January 28, 2016 Page 3 Permanent City Manager. 1) Ask the City Clerk and City Attorney to prepare an RFQ for the selection of an executive search firm and present the RFQ draft to the City Council for final approval. 2) Request the City Clerk and City Attorney to suggest a timetable for: RFQ distribution; an RFQ response deadline; and interviews and selection of the Council's preferred firm. 3) Request the City Clerk and City Attorney to prepare the approving resolution and agreement. The approved executive search firm agreement will spell out the Council -approved process the City Council will follow in choosing candidates, conducting interviews, selecting the City Manager, and negotiation of the Manager's contract. I would estimate the cost for conducting the process through an executive search firm to be in the $20,000 - $30,000 range including expenses. Additionally, you will have expenses for travel, meals, and lodging to bring candidates in for the interview process. Remember that you may have two stages of interviews; an initial round in which between six and eight candidates may be interviewed and a second interview process in which your top two to four candidates are interviewed. This final stage of interviews will usually require a much more comprehensive interview process and public vetting. Hopefully, this information will get you started. Going forward I would encourage you to work exclusively with Marian and Eleanor to finalize the process, schedule various meetings needed to complete the process, serve as the main source of information about the process, communicate with City staff, the public, media, and interested executive search firms. Once the search firm is selected the City Council can rely on the firm to handle the bulk of the process and the majority of communications regarding the process. Finally, choose wisely as your selection will help you fulfill your collective vision for the City. r prepared by: Marian Karr, City Clerk, 410 E. Washington St„ Iowa City, lA 52240 (319) 356-5041 RESOLUTION NO. 09-14i2 RESOLUTION APPROVING THE APPOINTMENT OF DALE I <ELUNG AS INTERIM CITY MANAGER FOR THE CITY OF IOWA CITY WHEREAS, City Manager Michael Lombardo was terminated effective April 17, 2009; and WHEREAS, the City Council has determined that it would be in the best interests of the City Of Iowa City, Iowa, to appoint Dale Halling as Interim City Manager for the City of Iowa City. NOW. THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA That Dale Hailing be appointed Interim City Manager for the City of Iowa City, Iowa, effective April 18, 2009, and that his salary shall be $i60,000 annually until a permanent City Manager is named. Passed and approved this 5th day of May, 2005. AfIlA peed by ATTEST: CITY RK City Attorney's Office it was moved by O'Donnell and seconded by Wilburn the Resolution be adopted, and upon PAI call there were: AYES: NAYS: ABSENT: x_ _ Bailey x Champion Correia Hayek O'Donnell x _ Wilburn x Wright dwWrW1*1 kvinWdmAoc I I -I CITY OF IOWA CITY DRAFT CITY OF IOWA CITY REQUEST FOR QUALIFICATIONS CITY MANAGER SEARCH SERVICES February 17, 2010 You are invited to submit a Statement of Qualifications for providing professional executive search services to assist the City of Iowa City, Iowa in finding and hiring a new City Manager. Firms interested in being considered for the services described are requested to submit 11 copies of the information requested herein in an envelope marked "Proposal for City Manager Search Services". Information must be received in the office of the City Cleric, 410 East Washington Street, Iowa City, Iowa 52240 by noon (CDT) on DAY AfONTH DATE 2010. Submittals w"ll be reviewed by the City Council followed by interviews of selected firms. Interviews will be held in Iowa City, Iowa on DAY. UWThf 2ATE. 2010 and must Include the lead consultant assigned to the project. No phone interviews will be considered. Final selection will occur after the interviews are complete. Negotiations will be conducted and a contract will be finalized with the selected firm. After a contract is awarded, a letter will be sent to all firms who submitted qualifications. The City is not responsible for delays occasioned by the U.S. Postal Service, the internal mail delivery system of the City, or any other means of delivery employed by the respondent. Late responses to the project will not be considered. Any matter in this information package that requires explanation or interpretation must be Inquired into by the respondent in writing at least 72 hours (excluding weekends and holidays) prior to the time set for the proposal submittal. FAX or e-mail all questions to Marian K. Kan- (fax and e-mail information listed below). The only official position of the City is that position which is stated in writing. No other means of communication shall be construed as a formal or official response statement. The City of Iowa City reserves the right to reject any or all responses, and to accept in whole or in pail, the response which, in the judgment of the City Council, is the most responsive and responsible submittal. Respectfully, Marian K. Karr, MMC City Clerk Marian-karriMlowo-citv.org Fax 319-356-5497 CMre=WmrtRFQ.doc BACKGROUND Iowa City, Iowa is strategically located in the heart of the Midwest, near the geographical center of the country. Located in the center of eastern Iowa, Iowa City lies within 300 miles of Chicago, Minneapolis, Omaha and St. Louis. Iowa City is both casual and cosmopolitan, a gathering place for people from all walks of life. The downtown area with its mall, specialty shops and services attracts people from surrounding areas. With a population of 82,380 people, Iowa City has a major art gallery, remarkable theatre and music events and many cultural events. Iowa City is a center of learning, a place where education is valued by students of all ages and by the community as a whole. The city's public school system has an enviable record of success in educating young people. Iowa City is home to the University of Iowa which draws faculty and students from around the world. Iowa City has long been distinguished as one of the nation's leading medical centers. The University of Iowa Hospitals and Clinics provides health care through extensive clinical services. Iowa City residents also have the services of Mercy Hospital, an outstanding community hospital. The Veterans Administration Medical Center is Iowa City's third hospital. Iowa City's largest employers include ACT Inc., NCS Pearson Educational Measurement, Lear Corporation, University of Iowa, Mercy Hospital, Procter & Gamble, Oral B Laboratories, University of Iowa Hospitals and Clinics, VA Medical Center, Systems Unlimited, Hy -Vee, the City of Iowa City, Iowa City Community School District and Johnson County. The City of Iowa City operates under a City Council/City Manager form of government. The voters of the City elect the seven members of the City Council on a non-partisan basis. The mayor is selected by the City Council. The City Council is the governing body and is responsible for the appointment of the City Manager, City Attorney, and City Cleric. The City Manager is responsible for administering all policies, laws and ordinances enacted by the City Council. With support from the Assistant City Manager and Department Directors the City Manager is responsible for the day -today operations of the city organization. City Departments include City Attorney, City Clerk, Finance, Fire, Housing and Inspection Services, Library, Transportation Services, Parks and Recreation, Planning and Community Development, Police, Public Works and Senior Center. The City work force consists of 835 permanent positions and up to 400 temporary positions. SCOPE OF SERVICES The City Council is seeking professional executive search services to assist them in hiring a City Manager. The anticipated scope of services may include: • Publicizing the opening including contacting potential candidates that may not be actively seeking employment. Screening candidates and providing a list of preferred candidates to the City Council. • Performing background checks including verification of education, past employment, criminal history checks, credit checks and all other due diligence verification regarding previous work performance. Arranging interviews (initial and second if required). • Assisting with negotiations with selected candidate (if requested). STATEMENT OF QUALIFICATIONS AND FORMAT Interested firms are strongly encouraged to submit qualifications that are as comprehensive and complete as possible, so as to ensure a proper evaluation of the firm's capabilities. The Statement of Qualifications shall contain the following response Items arranged in order, tabbed and with a table of contents. In order to ensure a uniform review process and to obtain the maximum degree of comparability, it is required that the submittal be organized in the manner specified. The Statement of Qualifications will be considered public information upon opening following the deadline. 1. Name of firm, owners and brief history of the firm. 2. Key personnel: specific qualifications of the Individual proposed for this project, including a listing of his/her past seven years experience with City Manager recruitment. The geographic location of this individual should be indicated as well as major current assignments and availability of this individual. Personnel should not be proposed unless they will be available to fulfill proposed project commitments. The individual proposed for this project will be required to interview with the Council as well as any other Individual designated by the firm. 3. Firm capabilities and experience: a detailed description of the firm's technical capabilities as they relate to providing executive search services in the public sector. Included herein are: a. Firm's experience filling executive level positions with public sector employers. b. Listing of the past seven years experience with City Manager recruitments c. Identification of lead consultant on each project and whether lead consultant is still with the company. d. Firm's experience utilizing a participatory process Involving the community including a description of that process. e. Description of a minimum of three (3) City Manager searches the firm has conducted including timetables and outcomes. C ((3) PL:) r 4. References; references should be for City Manager searches that best demonstrate the firm's ability to complete the proposed project successfully. For each reference provide a brief description of the project, the client name, year completed, and the portion of work for which your firm was responsible. The responsibilities of any personnel on those projects who are proposed for work on this project should also be included. The City of Iowa City reserves the right to contact references other than, and/or In addition to, those furnished. 5. Other information the firm wishes to have considered during the evaluation of professional qualifications may also be included. 6. Anticipated schedule: a schedule reflective of the anticipated time necessary for a City Manager search. METHOD OF EVALUATION, SELECTION AND RETENTION The City Council will evaluate the submittals based on the firm's experience and qualifications in public sector executive searches including City Manager searches, the firm's experience utilizing community involvement In the process and references. Selected firms will be invited to interview with the City Council In Iowa City IA on DAY. MONTH. 2010 These meetings will be held in open session. Following the interviews the Council will select a firer and will work with that firm to determine the terms of the contract. This allows both parties to have a dialog and discuss the project thoroughly, resulting in a mutual understanding of the expectations and the type of work required. Once a firm has been selected a cost proposal will be submitted within five business days of the City's request. The cost proposal must include an official offer to undertake the proposed work at the proposed price and a detailed explanation of the proposed price, which shall include an estimate of the time to be spent by the firm on the project. All cost proposals shall remain in effect for ninety days from the date of the City's receipt of the cost proposal. In the event the negotiations between the selected firer and the City cannot be completed as a result of an inability to reach agreement on the fee for services or the scope of services to be performed, then at the option of the City, the negotiations will proceed to another firm. After the City accepts the fee proposal, the parties shall enter a written contract. The final proposed contract will be approved by resolution of the City Council. SUBMITTAL Statements of Qualifications shall be addressed as follows and submitted to: City Manager Search City of Iowa City Office of the City Clerk 410 East Washington Street Iowa City IA 52240 Method of Submittal: U.S. Mail delivery, delivery service, in person; Fax submittals are not acceptable. The envelope shall be endorsed on the outside with the Firm's name and return address. TIMELINE FOR SELECTION OF FIRM Noon, DAY. NONRL 2010 Response from firms to RFQ DAY. MONTH, 2010 Council members to provide list of top 5 firms to City Clerk DAY. MONTH, 2070 Council work session to select firms to be interviewed DAY, MONTH,, 1910 Council work session to interview firms RIGHTS RESERVED BY THE CITY The rights reserved by the City include, but are not limited to, the following: • The City reserves the right to select, and subsequently recommend for award, the firm which best meets its required needs, quality levels and budget constraints. • The City reserves the right to require further documentation prior to the award of a contract. • The City reserves the right to reject any or all submittals. The City further reserves the right to waive technicalities and formalities in submittals, as well as to accept in whole or in part such submittals where it is deemed advisable in protection of the best interests of the City. • The City reserves the right to enter into discussion with firms regarding their qualifications and associated monetary offers. Any such discussions shall not obligate the City in any manner. • The City reserves the right to rescind its acceptance of a submittal at any time in the event the scope of services and worts products furnished do not meet the prescribed service quality standards or the firm fails to properly fulfill its service and delivery obligations. All such determinations shall be made solely at the discretion of the City and shall be without penalty to the City. NN �. o%T MEMORANDUM Date: September 27, 2007 CC To: City Council Com" . "1+i P�r From: Eleanor Dilkes, City Adomey W" Re: Agreement with The PAR Group -City Manager Search On your agenda for October 2'0 is the proposed agreement with The PAR Group for the City Manager search. With respect to the timeline, I wanted to pass along what Bob has told me about the schedule that will be necessarj in order to complete the search by the end of February, 2008. • October 2 Council approves proposed agreement. • October 15 — 26 PAR Meats with City Council and Doparrtrnent Heads. • Ato tater than November 10 Community input for recruitmant profile complete. • November 16 Approval by City of Recruitment Profile and Professional Announcement • Nov 16 — Jan 16 60 day period for PAR to recruit, screen and evaluate candidates • January 16 PAR Report to Mayor and Council of top 10-12 candidates • Early in week Of January 21 PAR Meets with mayor and Council to select 5-6 candidates for interviews • Early February Hold interviews • End of February Mayor and Council make formal appointment If there are delays In any of the above steps in the process due, for example, to budget meetings or the community input process, it could push the schedule out a couple weeks. Unforeseen circumstances do sometimas occur. Occasionally sin appointment Is not made from among the first pool of interviewed candidates for a verist; of reasons and a second pool of candidates needs to be brought in, Interviewed, etc. that would extend the process by another month to the end of GAarch 2008. Please call me if you have any questions. cc: Sylvia iivlejia, Personnel Administrator Marion Karr, City Cork aWrwwmr &AFiWeemer45-2"7.doc CITY OF IOWA CITY 2 �! rr h MEMORANDUM DATE: February 9, 2010 TO: Mayor and City Council FROM: Eleanor M. Diikes, City Attorney Marian K. Karr, City Clerk RE: City Manager Recruitment Firm Selection The attached is an update of the Request for Qualifications (RFQ) for City Manager Search Services. A review of the RFQ is scheduled for your work session on February 16. After your approval staff will distribute to the Public Sector Executive Search Firths identified and other firms or individuals requesting the document. The RFQ document refers to dates and contains a timeline. Based on past experience and discussions with the Mayor the following timeline is being suggested. PROPOSED TIMELINE FOR SELECTION OF FIRM Noon, Monday, March 8 Response from firms to RFQ Monday, March 22 Council members to provide list of top 5 firms to City Clerk Monday, March 22 Council work session to select firms to be interviewed Friday, April 2 Council work session to interview firms Please come prepared with modifications to the RFQ and input on the proposed schedule. Note: In 2007 RFQ's were sent to 28 firms and 11 returned proposals. Council Interviewed 4 firms. Attachment: Draft RFQ Public Sector Executive Search f=irms LIMM0011 ltkneNoe.doc Public Sector Executive Search Fin= 2010 (Coo � ;3 � Affion Public 20 North 2"d Street, Suite 200 Harrisburg, PA 17101 Alliance Resource Consulting Headquarters 400 Oceangate, Suite 510 Long Beach, CA 90802 Arcus 8170 Adams Drive Hummelstown, PA 17036 Austin Peters Group PO Box 27196 Overland Park, KS 66225 Avery Associates 3'/ N. Santa Cruz Avenue, Suite A Los Gatos, CA 95030 Bennett Yarger Associates PO Box 234 New York, NY 10159 Bob Murray S Associates Attn: S. Renee Narloch 6753 Thomasville Rd, #108-242 Tallahassee, FL 32312 The Brimeyer Group, Inc. 1666 Village Trail E., Suite 7 Maplewood, MN 55109 Condrey $ Associates P.O. Box 7907 Athens, GA 30604 Colin Baenziger & Associates 12970 Dartford Trail, Suite 8 Wellington, FL 33414 CSP Executive Search 241 Lathrop Way Sacramento, CA 95815 6 The Hawkins Company 600 Corporate Pointe, Suite 1120 Culver City, CA 90230 HR-OneSource 5619 NW 86th Street, Suite 600 Johnston, IA 50131 Koff & Associates, Inc. 5400 Hollis St., Suite 5 Emeryville, CA 94608 Kuehl & Payer, Ltd 1725 N. Lake Avenue PO Box 458 Storm Lake, IA 50588 L.B. Hayhurst & Associates 1014 Hopper Ave #560 Santa Rosa, CA 95403 M&A Executive Search Attn: Chandler McCoy 5821 E. Cedar Lake Rd. S. Minneapolis, MN 55416 MMA Consulting Group, Inc. 1330 Beacon St. #349 Brookline, MA 02446 Management Resource Group Headquarters 2805 Eastern Avenue Davenport, IA 52803 McGrath Consulting, Inc. P.O. Box 190 Wonder Lake, IL 60097 McPherson & .Jacobson, LLC 7905 L. St. Suite 310 Omaha, NE 68127 The Mercer Group 5579 B Chamblee Dunwoody Road, Suite 511 Atlanta, GA 30338 7 Neher & Associates 299 Westlake Drive, Suite 200 West Sacramento, CA 95605 Peckham & McKenny 6700 Freeport Blvd., Suite 203A Sacramento, CA 95822 The Prothman Company 3633136' Place SE, Suite 206 Bellevue, WA 98006 Ralph Andersen S Associates Attn: Robert J. Burg 5800 Stanford Ranch Road, Suite 410 Rocklin, CA 95765 Resource Management Associates 17037 S. Oak Park Ave Tinley Park, IL 60477 Roberts Consulting Group PO Box 16692 Beverly Hills, CA 90209 Stavin Management Consultants, Inc. 3040 Holcomb Bridge Road, Suite A-1 Norcross, GA 30071-1357 Springsted Incorporated Corporate Headquarters 85 Seventh Place East, Suite 100 Saint Paul, MN 55101-2887 Voorhees Associates, LLC. 500 Lake Cook Road, Suite 350 Deerfield, IL 60015 Waldron & Company 101 Stewart, Suite 1200 Seattle, WA 98101 Waters-0Idani Executive Recruitment 5050 Quorum, Suite 625 Dallas, TX 75254 r:* (D! r 6.. /a 8 June 20'10 1 � > �>t " 0 CITY OF IOWA Cis pu[ Stavin Management Consultants a y City of Iowa City, Iowa CITY MANAGER lows City: in the top f/ve of the "Best in Madonai Rankings for: Publk Schools, Islets Area i-►vabiliiy, Small Metro Area and Metro Area for Expanding a 6usl- ness Community Background Offering big -city amenities along with small-town hospitality. Iowa City is recognized by many national surveys and publications as one of the best Places to live, work and raise a family. Iowa City is known to its residents The Mayor & as a community with "extraordinary opportunities in an unexpected place.` City Count! Of Iowa City invite your intertest in the position of City Manager Nestled in the heart of the Midwest, Iowa City has long served as a focus for culture, education, variety, and fun. it was carved out of native prairie in 1839 and, when statehood was achieved In 1846, Iowa City was the first state capital. The capital was moved to Des Moines in 1867. 'The Old Capitol' is now a national historic landmark. Iowa City is a community of approximately 63,000 residents which is diverse In all perspectives including social, economic, business, educational, and housing. One of the major contributing factors to the oornmunity's d'nveraity Is the University of Iowa, which was founded in 1847. It is recognized as one of the nation'e top pub- lic universities, offering more than 100 ar- eas of study for its 30,500 students. Since 11336, the University has been home to the renowned Iowa Writers Workshop which has fostered the creative talents of writers such as Ray Bradbury, Kurt Vonnegut, and Flannery O'Connor. UI Hospitals and Clinics is one of the largest universlty- owned teaching hospitals in the nation and was named one of'America's Best Hospi- tals' by U.S. News and World Report magazine. The University has been a pio- neer in such diverse fields as speech pa- thology, space exploration, and educa- tional development. Iowa City is also served by the Kirkwood Community College campus which has a local enrollment of 3,300 students. Be- sides a full Arts and Sciences curriculum, Kirkwood offers customized training pro- grams for area businesses. The National Alliance of Business named Kirkwood the Community College of the Year In 2000 for Its work in developing training programs with area businesses. Iowa Is known for its emphasis on educa- tion and routinely has some of the highest performing school districts in the country. The Iowa City area is no exception. The Iowa City Community School District, which includes the nearby communities of Corelville, Hills, University Heights, and North Liberty, has a growing enrollment of 11,800 K-12 students. The District has 17 ct:i:: sr. ie:441-n->t.�.- t D Jfit62Si$ey ,oarforr,.ances, City of Iowa City, Iowa elementary schools, three junior high schools, two senior high schools, one al- ternative school for seventh through twelfth graders, and daycare and pre- school facilities. Iowa City is also home to Regina High School, a private Catholic In- stitution; Willowwind School, an independ- ent school with K-8 and Montessori pre- school; and the Preucil School of Music, specializing in the Suzuki method of in- struction. C S, mission of the University, along with the health care services provided by its hospi- tals and clinics, have a tremendous eco- nomic impact on the area. The Cedar Rapids/Iowa City Technology Corridor, located at the crossroads of in- terstates 80 and 380, is a model of re- gional development. The Corridor, en- compassing twelve communities plus Johnson and Linn Counties, represents a strong partnership between Priority One and the Iowa City Area Development (ICAD) Group, the University of Iowa, Kirk- wood Community College, Alliant Energy, MidAmerican Energy, and the Cedar Rap - Ids Area and Iowa City Area Chambers of Commerce, Iowa City boasts a vibrant 2417 downtown. It is home to the Iowa City Public Library, Iowa's busiest library in terms of visits, cir- culation, and meeting room usage. Down- town retail is unequalled when it comes to offering specialty goods including clothing, jewelry, gifts, toys, books, and espresso. The center of downtown is the Pedestrian Plaza, or `Ped Mall," which provides out- door space for music performances, a chil- dren's play structure, an interactive foun- tain, and numerous sidewalk cafes and food vendors. In 2008 Iowa City was named an Interna- tional City of Literature by UNESCO. Only the third city In the world to receive this designation, following Edinburgh, Scotland and Melbourne, Australia, Iowa City hosts a network of university, grassroots and civic institutions that teach, celebrate, nur- ture and study great writing. Throughout the year, major poets, writers, and others read from their works at University events or local bookstores. From live music and art festivals to Broad- way performances, Iowa City has an event to suit anyone's taste. During the summer months, live music becomes a part of the downtown's ambiance with the weekly Fri- day Night Concert series. Each July the community hosts a jazz festival that at- tracts enthusiasts from throughout the re- gion. The annual Iowa Arts Festival fea- tures the state's best visual art, music, and food. Iowa City has several theatres, including Riverside Theatre's outdoor Shakespear- ean stage in City Park; the restored historic Englert Theatre which hosts nationally - known performers and local performance in the center of downtown; and the Univer- sity's Hancher Auditorium which show- cases performers of international renown. Iowa City is a place of rolling hills, lush and CRy Manager Iowa City's economy is diverse and pros- perous. Iowa City is home to facilities of Procter and Gamble, Moore North Amer - f3 6.rji For any' ica, NCS -Pearson, Lear, Oral B Laborato- ries, the corporate headquarters for ACT, One's iasele•» and scores of smaller industries and busi- nesses. The University of Iowa is the community's largest employer with 23,600 employees, The academic and research C S, mission of the University, along with the health care services provided by its hospi- tals and clinics, have a tremendous eco- nomic impact on the area. The Cedar Rapids/Iowa City Technology Corridor, located at the crossroads of in- terstates 80 and 380, is a model of re- gional development. The Corridor, en- compassing twelve communities plus Johnson and Linn Counties, represents a strong partnership between Priority One and the Iowa City Area Development (ICAD) Group, the University of Iowa, Kirk- wood Community College, Alliant Energy, MidAmerican Energy, and the Cedar Rap - Ids Area and Iowa City Area Chambers of Commerce, Iowa City boasts a vibrant 2417 downtown. It is home to the Iowa City Public Library, Iowa's busiest library in terms of visits, cir- culation, and meeting room usage. Down- town retail is unequalled when it comes to offering specialty goods including clothing, jewelry, gifts, toys, books, and espresso. The center of downtown is the Pedestrian Plaza, or `Ped Mall," which provides out- door space for music performances, a chil- dren's play structure, an interactive foun- tain, and numerous sidewalk cafes and food vendors. In 2008 Iowa City was named an Interna- tional City of Literature by UNESCO. Only the third city In the world to receive this designation, following Edinburgh, Scotland and Melbourne, Australia, Iowa City hosts a network of university, grassroots and civic institutions that teach, celebrate, nur- ture and study great writing. Throughout the year, major poets, writers, and others read from their works at University events or local bookstores. From live music and art festivals to Broad- way performances, Iowa City has an event to suit anyone's taste. During the summer months, live music becomes a part of the downtown's ambiance with the weekly Fri- day Night Concert series. Each July the community hosts a jazz festival that at- tracts enthusiasts from throughout the re- gion. The annual Iowa Arts Festival fea- tures the state's best visual art, music, and food. Iowa City has several theatres, including Riverside Theatre's outdoor Shakespear- ean stage in City Park; the restored historic Englert Theatre which hosts nationally - known performers and local performance in the center of downtown; and the Univer- sity's Hancher Auditorium which show- cases performers of international renown. Iowa City is a place of rolling hills, lush and CRy Manager 1 , l'nN ersity of lox; scattered woodlands, and tall grasses. in the Iowa City area alone, there are 41 public parks, several of which overlook the scenic Iowa River. Many of these parks are equipped with networks of walking and bik- ing trails as well as picnic sites and praise reserves. In 2009, Iowa City was desig- nated a Bicycle Friendly Community (Bronze Level) by the American League of Bicyclists. Additional information about Iowa City is available at wti .iogov.4rg. City Gaverntroli'i The City of Iowa City has operated under the council-manager form of government since 1951. The City Council consists of seven Council Members elected at -large to four- year staggered terms. Three Council Mem- Die Feil 1=ooilball bers are nominated by district. A primary election is held in the district only if there are three or more candidates for a district Coun- cil seat. One of the Council Members is se- lected as Mayor by a majority vote of the Council and serves a two-year term as Mayor. The Mayor is a voting member of the Council and has no veto power. The City Hall Mayor is the official representative of the City, presiding officer of the Council, and its i policy spokesperson. Mayor and City Council I r 1 g%W3-n;;-qh#x. CITY OF IOWA CITY The Council appoints a City Manager, City Attorney, and City Clerk. The Council also approves the City Manager's appointment of the Police Chief and Fire Chief. The Library Board appoints a Library Director and the Airport Commission appoints an Airport Manager. All other personnel decisions are made by the City Manager or those to whom the Manager delegates the responsibility, Iowa City is a full-service municipal govern- ment providing a wide array of city services as shown in the accompanying orgarize- tional chart. The City has 630 full-time equivalent employees. The City is on a July -June fiscal year and has a total budget of $150 million. The City con- ducts collective bargaining with Police, Fire, and AFSCME units. All of the bar- gaining units negotiated multi-year agree- ments last fiscal year except for the Po- lice unit which has a one-year agree- ment. The following is a summary of the issues and opportunities to be managed by Iowa City's next City Manager. Financial Management—the City is prop- erty tax dependent with property taxes comprising approximately 68 percent of General Fund revenues. Kstorically, as- sessed valuations have grown by four percent annually. However, in this cur- rent economic climate, no increase is ex- pected in assessed valuations during the next two years. The City has not recently experienced layoffs of City employees and has a strong financial position as evi- denced by the fact that the City has en- joyed an Aaa bond rating from Moody's for the last 34 years. The next City Manager needs to pursue various strategies for maintaining the City's strong financial condition, including obtaining federal and state grants, pro- ductivity improvements, examination of revenue alternatives, and increasing the property tax base through economic de- velopment. Economic Development—the City has C11Y been involved in several redevelopment pro- jects through the use of tax increment financing (TIF). In addition, the City has actively pursued industrial economic development opportunities. The City Manager needs to be proactive in ag- gressively pursuing new economic develop- ment projects. Flood Contra!—the Iowa River runs through Iowa City, and the community experienced ma- jor flood events in 1993 and 2008. As a result, the voters approved a local option sales tax in 2009 that is expected to generate more than $32 million over its four-year life. The City Manager will be responsible for overseeing im- plementation of various flood control projects to be funded by the local option sales tax as well as State and Federal funding. Strategic Planning the City has a Comprehen- sive Plan and several departments have strate- gic plans, but the City has not had a broad stra- tegic plan for several years. The City Council is interested In developing a strategic plan in the near future. Succession Planning-- as with most employers, the City will be losing many baby -boomer em- ployees to retirement over the next several years. The City has a track record of support- ing internal promotions when feasible. How- ever, the City does not have a formal leader- ship development or succession plan. Such plans are desired to ensure the City organiza- tion is able to maintain Its high level of profes- sionalism and skills. Partnerships–the City has key partnerships with several entities, including the University of Iowa, Iowa City Community School District, Johnson County, the Iowa CitylCoralville Con- vention and Visitors Bureau, ]CAD, and the Iowa City Area Chamber of Commerce. The City Manager must be an active player in con- tinuing to build these partnerships in a mutually benefcial manner. COPY +ra.� CITY OF IOWA CITY City Manager ,Job Requtrei"nts The minimum job requirements are; 1) Bache- lor's degree from an accredited college or uni- versity with graduate degree in public adm"vii- strotion or related field preferred; and 2) at least seven years of progressively responsible execu- dve-level management experience, preferably in a full-service municipality of similar size and complexity (experience in a community with a major university Is strongly preferred but not required). Desked Professional and Personal Attributes The following are the desired professional and personal attributes for Iowa City's next City Manager. • Strong financial management skills with demonstrated track record of developing revenue and expenditure options that en- hance financial condition; • Visionary who partners with the Mayor, Council, and City staff on policy Initiatives; + Creative, innovative thinker, • Demonstrated track record of leadership role In successful economic development activities; • Active in the community as a visible City official personally taking part In civic and community activities and events; • Ability to work with a highly -qualified, co- hesive, and long -tern management staff In an effective manner without micro - managing them; • Approachable with good listening and communication skills; i� 5 • Experience developing and implementing a strategic planning process that results In annual and long-range plans and priorities for the community and the organization; �► Intergovernmental re'ations experience working with local and regional jurisdic- tions and state and federal agencies in a constructive and cooperative manner, • Appreciation/sensitMty regarding cultural diversity; * Ability to develop productive working rela- tionships with labor unions; • Committed to a customer service orienta- tion with ability to exemplify and promote such an orientation among City employ- ees; mployees; e Experience with downtown redevelopment and use of tax increment financing a plus; • Experience with succession planning pro- grams a plus; and • Participation in professional development/ association activities and support of same for staff. Compensation The compensation for the City Manager job is highly competitive including an excellent fringe benefit package. The starting salary is de- pendent on the selected individual's qualifica- tions and match with the desired attributes being sought by the City. The City will pay reasonable and customary moving expenses for the next City Manager who is required to live within the city limits. City Manager City of Iowa City OroanftwkmlChart CTVEN`SO IOWA �m CITY OF IOWA CITY "VCK A cmcouNca � I� II Wnn:nion. AtpoA Y.n.px Cky ClerkI I CFyAOm.y I I MTAnl.o. et MANARR I I VD -V Dn r _ Aomin Aomh S Whi f..W Ellmq.nry �WMIA.r ANrt lrilMl iane.n Conm.nL'lyN,m u P.hol Fm.lpenvy lNN IM.�h+ PW.Oq M,MQ.AKM Gatlnlon R.ocrW 8 6k.�.v.lu Enpu..i.Z To Apply In order to be considered for this position, please send your resume and cover fetter with current salary by July 23, 2010 to: Mr. Robert Slavin SLAVIN MANAGEMENT CONSULTANTS 3040 Holcomb Bridge Road, Suite A-1 Norcross, Georgia 30071 770-449-4656 (phone) 770-416-0848 (fax) slavin@bells2uth.net www.slairinyveb.com H I. NTS AN EQUAL OPPORTUNITY RECRUITER/EMPLOYER City Manager Prepared by: Eleanor Mee, city Anomey, 410 E. WaehingWn sweet, tows City, 1A52240 319rJW5030 RESOLUTION NO. U=Z22 RESOLUTION APPROVING, AUTHORIZING AND DIRECTING THE MAYOR TO SIGN AND THE CITY CLERK TO ATTEST A PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF IOWA CITY AND THE PAR GROUP FOR SERVICES IN CONNECTION WITH THE SEARCH FOR A NEW CITY MANAGER. WHEREAS, City Council desires to conduct a search in order to identify the best candidate for a new City Manager, and WHEREAS, after requesting qualifications from .interested executive search firms and interviewing the same, the Council chose The PAR Group as Its preferred search firm; and WHEREAS, City staff and The PAR Group have negotiated an agreement for services to provide assistance in the selection of candidates for the City Manager position through a tailored search process. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COU14CIL OF THE CITY OF IOWA CITY, IOWA, AS FOLLOWS: 1. It is In the public Interest to enter into the attached agreement. 2. The attached agreement Is hereby approved as to form and content. 3. The Mayor Is authorized to execute and City Clerk to attest the attached agreement in duplicate. 4. The Personnel Administrator shall forward the agreement to The PAR Group for signatures and return one full; executed agreement to the City Clerk. Passed and approved this Zad day of Art 200. �. YOR ATTEST; A.,.) k-.I°Y C CLERK Ap-ed by City Attomey's Office 9-a�-07 Resolution No. Page It was moved by rnrrpi a and seconded by DAU= the Resolution be adopted, and upon roll call Oxwe were: AYES: NAYS: ABSENT: x Bailey x Champion xCorreia ElHott O'Donnell Vanderhod Wilburn PROFESSIONAL SERVICES AGREEMENT This Agreement, entered into this r-2, day of October, 2007, is made by and between the City of Iowa City, Iowa, hereinafter referred to as "City" and The PAR Group, hereinafter referred to as "Consultant." 1. Project; The City agrees to engage the Consultant to assist the City Council in the recruitment, screening, interviewing and selection of Candidates from which the City Council may appoint a City Manager. 2. Serviam The Consultant agrees to perform certain services necessary for Completion of the project, which services shall include those tasks outlined in Attachment A. Ttwee services shall be provided by Robert Bee7A Of Counsel. 3. Relationship: The Consultant is an independent contractor and is not to be considered as an agent or employee of the City. d. Compensation: As full compensation for the CormlWWs proiessional services performed under this agreement, the City shall pay the Consultant the amounts detailed in the foRowing schedule: Professional fee • Reimbursable expenses (consultant travel, postage/shipping, telephone/fax, office support services, printing/photompy) • Education verification and court/credit/motorvehicie records searches • Print media searches (Lexis -Nexis) Optional services: $15,000 not to exceed $4,500 $125 per Finalist Candidate $40 per Finalist Candidate • Conduct of focus groups $1,000 per day ($500 per half day), plus expenses (see step 1 of search process, Attachment A) • Myers -Briggs testing $200 per Finalist Candidate Profemnonsl announcemeris are generally billed to the City directly by publishers and are not included in reimbursable egmum. Candidate travel expenses for interviews are not included in the above fee proposal. The professional ice is payable in three equal payumte, billed during the course of the recruitment, with the fiat payment for professional services due upon acceptance of our proposal, the second s%tement billed fonowing recommendation of Candidates, and the final one- third btmng upon completion of the recruitment assignment. Reimbursable expenses may be balled on a osonfidy basis. 5. Method of Payment: Progress payments of the Consultant's fee shall be made by the City upon receipt of billings from the Consultant. b. Term: The term of this Agreement shall commence on the date the Agreement is approved by the City and shall continue, subject to the termination provisions in Paragraph 8, until the Consultant completes the Project. 7. Timeline: Barring unforeseen circumstances the search process will be completed by the end of March, 2908. City of Iowa City, Iowa y Page 2 S. Confidentiality: Applications received for the position, including resin and background information, shall, to the extent allowed by law, remain confidential until an applicant is selected for personal interview and employment consideration. Consultant shall be responstble for notifying candidates of their ability to maintain confidentiality until HrW interview and securing their written request for confidentiality. 9. Guarantee: Our Client satisfaction policy provides that; should the appointed City Manager, at the request of City Officials or the Manager's own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct another search for the cost of expenses and announcements only. In addition, in accordance with the policy of our firm, as well as established ethics in the executive search industry, upon establishment of a Client relationship with the City of Iowa City, we will not recruit employees from your organization for other public management positions without your knowledge and permission. io. Termination: This Agreement may be terminated as follows: (a) by either party at any time for failure of the other party to comply with the I - P and conditions of the Agreement: (b) by either party upon 10 days prior written notice to the other party: or (c) upon mutual written agreement of both parties. In the event of germination, the Consultant shall stop work immediately and shall be entitled to compensation for professional services through the date of termination. 11. Miscellmeous: a. Tice entire agreement between the parties with respect to the subject matter hereunder is contained within the Agreement b. Neither this Agreement nor any rights or obligations hereunder shall be assigned or delegated by the Consultant without the prior written torrent of the City. c. This Agreement shall be modified only by a writien agreement duly executed by the City and the Consultant. d. Should any of the provisions hereunder be found to be invalid, void or voidable by a court, the remaining provisions shall remain in full force and effect. All nodces required or permitted wider this Agreement shall be deemed to have been given if and when deposited in the United States mail, properly stamped and addressed to the party for whom intended at such party's address listed below, or when delivered personally to such party. A party may change its address for notice hereunder by giving written notice to the other party. Dated this _a..^ day of&.risW�s- , 2007, CITY A CITY, IOWA THE PAR GROUtP 2t Ross Wilburn, Mayor Heidi Voorheea,l'rwident The PAR Group ATTESr. vv. c3 100 N. Waukegan Road, Suite 291 ManU K Karr, City Clerk Lake Bluff, IL 60044 41013. Washington Street Iowa City, IA 52240 \s.P"7, 4 6+Y PROFESSIONAL SERVICES AGREEMENT ATTACHMENT A Tailored Search Process Our executive search process is highly professional and personalized. We will assist Iowa City Officials from commencement to conclusion of the assignment, until a completely acceptable Candidate is appointed to the position. We handle all of the administrative details of the entire recruitment process, ;o City Officials can limit their involvement to the sig'nfficank decision-making.aspects of the selection process, thus minimizing interruption of attention to other on-going concerns and responsibilities. Our initial effort in assisting the City of Iowa City would be to develop a Recruitment Profile that sets forth detailed qualifications for the City Manager position, reflecting both current and Iona range organizational expectations relating to the position_ The profile serves as a key Instrument for recruiting and screening Candidates in accordance with the unique needs identified as particularly desirable for the position. Our executive search process would be as follows, subject to mutually agreed upon modification: 1. Interview the Members of the City Council, Department Heads, and key Staff, all toward achieving clarity and consensus concerning the specific nature of duties, responsibilities and expectations of the City Manager position. Interview data will be used to prepare a Recruitment Profile for approval by the City Council. During our on-site interview activities we devote dgnificarnt effort to become knowledgeable and familiar with the munidpzl organization, community irmttutions and leadership, gain a cense of the city as a place to live and work, understand intergovernmental activities/relationships, take note of cultural and socioeconomic diversity, and other efforts, all to clearly understand and be able to straightforwardly present prospective Carrdiddes (and their famines) with infornnation having an important bearing on their decision to consider the Iowa Ctty position. To the extent and manner as directed by the Mayor and City Council, we shall be pleased to conduct focus group sessions, comprised of community leadership and citizenry, in an expanded effort to determine input and feedback from such persons for inclusion in the draft Profile prepared for City Council review, amendment, and ultimate approval; this serviWassistanee would be provided for an additional fee as set forth in the Professional Se n4oea Agreement. I Conduct an intensive independent professional search and recruitment effort udlWng an extensive local, regional and naborud contact network, asking out qualified Candidates who may not otherwise have an interest in your recruitment. 3. Place announcements in appropriate professional publications and on the internet to provide maximum exposure of the position's career opportunity and to ensure an open recruitment process. 4. Process all applications received from recruitment and announcement efforts, including timely acknowledgments of receipt of application and status of recruitment information to all Applicants, on behalf of the City. 5. Screen all applications received, matching all Applicants' crederdials with the specific criteria qualifications stated in the Recruitment Profile. 6. interview prospective Final Candidates and make background inquiries and reference checks with current employer and, where appropriate, most recent prior employer, and verify claimed educational achievement. 7. Present a written report to the City Council on applications received for the position, including rtsumds and background information on those individuals considered to be most qualified and best suited for the position, recommending approximately 8 - 10 such persons for personal interview consideration. 8. Facilitate the selection of Candidates to be invited for personal interview and appointment consideration; we recommend that no fewer than five Candidates be interviewed. 9, Aamp for additional background inquiries of Candidates selected for interview, to include criminal court, credit, and motor vehicle records checks and print media searches, as desired by the City. 10. Provide, if desired, personality "type" profiles of the Finalist Candidates utilizing the recognized Myers -Briggs Type Indicator® "M) Test and analysis. The MIM results provide a means to assist Council Niembers in making distinctions and understanding differences of management and personal style among Candidates. The MM has been employed by a wide variety of users in business, governmen% and training services for 40 years as a recognized tool to assitt Organizations to appreciate the dim of individuals and their appwadw to work and interaction. MBTI results are also used in organizations to help understand and adapt to different management styles and approaches to work methods, assist in making the most of human resources, and facilitate more effective communications with peers, employees, and supervisors. 11. Prepare interview questions and procedure for use by the City Council, developing a process which will ensure that the same questions are asked of each Candidate and that each interview is thoroughly and conmtendy evaluated. 12. Coordinate arrangements for Candidates' travel to Iowa City for interviews, be present during interview sessions to fac7itate effective discussion and dehber *m towaid the Qty's selection of a Final Candidata, and also assist in employment negotiation between the Final Candidate and City Officials, as desired. 13. Facilitate an event where members of the community have the opportunity to "Meet and Greeff" the finalist candidates and share their observations with elected officials. 14. Notify all Applicants of the final appointment action by the City Council, including professional background information on the successful Candidate. prepared by: qMw DMumk City Attomsy. 4110 E. Wa**VW Street, Iowa City, IA 52240 311 5080 RESOLUTION NO. 10-146 _ RESOLUTION APPROVING, AUTHORIZING ARID DikECTING THE MAYOR TO SIGN AND THE CrrY CLERK TO ATTEST A PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF IOWA CITY AND SLAVIN MANAGEMENT CONSULTANTS FOR SERVICES IN CONNECT10N WITH THE SEARCH FOR A NEW CITY MANAGER. WHEREAS, City Council daelim to conduct a march In order to Identify the best candidate for a new City Wnagar, and WHERE& S, mer requasting qualifications from InterasW examriitre search firms and interviewing the $ me, the Council chose Slavin as its preferred search firm for the City Manager search; and WHEREAS, City staff and Slavin Management Consultants haw negohiaterl an agreement for services to provide assistance In %a selection of candidates for the City Manager posltlon through a tailored search process. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA, AS FOLLOWS: '1. It is in the public interest to enter Into the attached agreement. 2. The aftached agreement 19 hereby approved as to form and content. 3. The Mayer is authorized to execute and City Clark to attest the attached agreement In duplicate. 4. The City Clerk shall forum. d one copy of the fWl"xecuted agreement to Slavin. Passed and approved dile _2IUb_ day of Apx- 1, MAYC?r� ATTEST: I' LERK ArW by � CIty Attomey's 011108 Resolution No. Page 2 it was moved by MJze - and seconded by Wx 1ht the Resolution be adopted, and upon roll call tom two: AYES: PAYS: ABSEENT: x Baby Champion Dickens Hayek x Mime x Mum x V*%ft wpftWpm=VA=duV*rWmdOC SEARCH SERVICES AGREEMENT This Agreement, made and entered into on this a7 - day of April, 2010, by and between the City of Iowa City, Iowa (hereinafter referred to as "Client") and Slavin Mal3agement Consultants (hereinafter referred to as "Contractor"), Is for the providing of consulting services as set out in the Contractor's proposal dated March 3, 2010. I. The parties hereto agree to the following provisions: A. Services and Compensation (a) Contractor shall provide to Client the consulting services as set forth in Contractor's proposal dated March 3, 2410, which proposal is attached hereto and incorporated herein. (b) For the work outlined in the above -referenced proposal, Client will pay Contractor $14,185.00 for professional fees. (c) Expenses will not exceed 55% of the professional fee ($7,790.75) and will Include such items as travel, advertising, telephone, background checks, ,administrative/ word processing support, supplies, report production and other directly related costs. (d) Contractor will submit three equal monthly invoices of $4,249.50, withholding 10% ($1,418.50) of the total project Mees which will be paid within thirty (30) days of satisfactory completion of the project. Actual expenses will also be included as incurred. (e) Contractor guarantees its work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a candidate selected by the City through Contractor's efforts. If Contractor Is unable to redo the search for any reason it shall reimburse Client for all professional fees paid hereunder. (f) Contractor's ability to carry out the work required is heavily dependent upon past experience In providing similar services to others, and Contractor expects to continue to perform such work in the future. The confidential nature of any information received from Client or developed during the work will be preserved in accordance with Contractor's professional standards. {g} Contractor assures employment of the best efforts to carry out the work required. The results obtained, recommendations and any written material provided will represent Contractor's best judgment based on the information available. �" U B. General Temis (a) The Contractor shall not commit any of the following employment practices and agrees to prohibit the following practices In any subcontracts. 1. To discharge or refuse to hire any individual because of their race, color, religion, sex, national origin, disability, age, marital status, gender identity, or sexual orientation. 2. To discriminate against any individual in terms, conditions, or privileges of employment because of their race, color, religion, sex, national origin, disability, age, marital status, gender identity, or sexual orientation. (b) Eicher party may terminate this agreement in whole or in part by the giving of ten (10) days written notice to the other party,'provided that one of the following stipulations are satisfied: 1) If termination is effepted by Client, the Client will pay Contractor for ell work performed through and including the date of termination; OR 2) If termination is effected by Contractor, the Contractor will complete work for all compensation received and issue a final invoice for services performed through and including the date of termination, which invoice shall be paid by Client within thirty (30) days. (c) This Agreement shall be binding upon the successors and assigns of the parties hereto, provided that no assignment shall be without the written consent of all Parties to said Agreement. (d) It Is understood and agreed that the retention of the Contractor by the City for the purpose of the Project shall be as an independent contractor and shall be exclusive, but the Contractor shall have the right to employ such assistance as may be required for the performance of the Project. (e) It is further agreed that no Party to this Agreement shall perform contrary to any state, federal, or focal law or any of the ordinances of the City of Iowa City, Iowa. (f) At the request of the City, the Contractor shall attend meetings of the City Council relative to the work set forth in this Agreement. Any requests made by the City shall be given with reasonable notice to the Contractor to assure attendance. (g) The City agrees to tender the Contractor all fees in a timely manner, excepting, however, that failure of the Contractor to satisfactorily perform in accordance with this Agreement shall constitute grounds for the City to withhold payment of the amount sufficient to properly complete the Project In accordance with this Agreement. (h) Should any section of this Agreement be found invalid, it is agreed that the remaining portion shall be deemed severable from the invalid portion and continue in full force and effect. (I) Upon signing this agreement, Contractor acknowledged that Section 382.5 of the Iowa Code prohibits a City officer or employee from having an Interest In a contract with the City, and certifies that no employee or officer of the City, which includes members of the City Council and City boards and commissions, has an interest, either direct or indirect, in this agreement, that does not fall within the exceptions to said statutory provision enumerated in Section 362.5. (j) The Contractor agrees at all times material to this Agreement to have and maintain professional liability insurance covering the Contractor's liability for the Contractor's negligent acts, errors and omissions to the City in the sum of $1,000,000. SLAVtN MANAOEMENT CONSULTANTS by: f • Obert E. Slavin, President Date . ., � d/`d THE CITY OF IO1%1 fA CITY, IOWA by: Matthew J. 4, Mayor Approved by ATTEST: /. 4aeaa&A-� 9� Mari . Karr, City Cleric City Attorney's Office Date l,� .finuo r .. r.; TiU April 21, 2010 Ms. Marian Kerr City Clark City ofIowa city410 E. Washington Street Iowa City, lows 52240 Re: City Manager Search Dear Marian, The first phase of the City Manager search process Is to develop a recruitment profile which captures the City CounciPs desires and expectations concerning Iowa City's next City Manager. All i actually need to accomplish this is an hour each of Mayor Hayek's and each Council members time and some current Information about the City, the City government and the City Manager position. Most of this Information Is on the City's web aft. i know, however, that the Council Is considering community Involvement in the search process. I encouraged this when I spoke before them on April tit'. As I told the Council, I find it valuable Uo most with community leaders (and department heads) as we aro developing the recruitment profile at the beginning of the search. Although, ocimmunfty involvement frequently occurs again at the end of the search, usually in the form of a "meet and greet' with the finalist candidates, I will d!emse this possibility with the Council when we meat. Right now, I need for them to decide If they want community Involvement at the beginning of the search and, K so, how they want it to occur. When this is done, often specific community stakeholders are selected by the Council and scheduled to meet with us (individually or in groups) during our first visit to the City. There are obvious planning and sdmdu[krg Implications lo this. The project timetable is about 90 days from the City Council's approval of the recruitment profile until finalists candidates are Interviewed by the Council. We will prepare a profile draft and submit it to the Council for approval within two weeks of our Initial b1p to meet with the Council. The City's specific schedule Is dependent on when wo can start the project. I know that the Council has some availability Issues in mid-May and, as you know, I do too. My fret two weeks in May are pretty well scheduled. I understand that the last two weeks in May Council Members have scheduling conflicts. Therefore, it might be best to schedule time In Iowa City on June 3 & 4. Times will be set with Individual Council Members. 9 Council wants us to meet with community members and staff, we could accomplish that earlier In that some week. It is not necessary to meet with Council as a group during this visit unless Council wishes to do so. I know that the Council will consider our contract and discuss the City Manager search at its April 27* meeting, Let me know if you have questions or need additional information In preparation for their discussion. e� Cordially. o C' W AYIN MANAGEMENT COKSULTAWTSI? Robert E. Slavin, President .F- r CITY OF IOWA CITY M1 MEMORANDUM Date: January 27, 2016 To: Tom Markus, City Manager From: Geoff Fruin, Assistant City Manager Re: City Council Consideration of the Draft Strategic Plan The City Council held strategic planning work sessions on January 14th and 21 st. At the conclusion of those meetings, staff was directed to draft a plan for final consideration. That draft follows this memo. The draft plan is in the same format as our periodic update reports that will be filed with the City Council approximately every four months during the next two years. Because the plan has not been adopted, the draft report appears incomplete in several years. Specifically, there are not action updates in any of the seven focus areas, the capital project update section is not fully populated and the complete set of performance metrics have not been determined. At this time, it is appropriate for the Council to focus on the seven proposed 'Strategic Plan Priorities' and the thirty-six 'City Council Identified Projects, Programs, Policies and Initiatives' that fall under those seven priority areas. If Council is comfortable with the language of those items, staff will prepare a formal resolution that adopts the strategic plan. After the adoption, staff will work to develop a more complete action plan and relevant metrics. Those to be determined actions and metrics will be able to be reviewed by the Council with the first status report update, tentatively planned for June of 2016. 2016-2017 DRAFT Strategic Plan City of Iowa City February 2016 Contents 1 Maintaina Solid Financial Foundation..........................................................................................................................................................................................................................................8 Enhance Community Engagement and Intergovernmental Relations...............................................................................................................................................................................................9 PromoteEnvironmental Sustainability.................................................................................................................................................................................................................................................................10 AdvanceSocial Justice and Racial Equality..............................................................................................................................................................................................................................................................11 Capital Project Update — Public Facilities....................................................................... 12 CapitalProject Update — Flood Recovery ....................................................................................................................................................................................................................13 N- CapitalProject Update —Parks and Recreation..................................................................................................................................................................................................................................14 City of Iowa City Organizational Profile Iowa City is governed by an elected city council of seven members: four council members at -large and three district members. The council is responsible for appointing the city manager, city attorney, and city clerk. The city manager serves as the chief administrative officer for the organization. The city manager implements the policy decisions of the city council, enforces city ordinances, and appoints city officials, as well as supervises the directors of the city's operating departments. Iowa City employs approximately 600 full-time staff members to execute the city council's policies and provide public services to over 70,000 residents. The City provides numerous utilities to its residents including water, sewer, stormwater, and garbage and recycling services. In addition, the city provides many other services including public safety, building and housing inspections, parks and recreation, street maintenance, engineering, development services, transportation, local cable television, senior programming and general aviation services. INSERT PICTURE OF NEW COUNCIL City Council Members Jim Throgmorton, Mayor Kingsley Botchway II, Mayor Pro Tem Pauline Taylor, District A Terry Dickens, District B John Thomas, District C Susan Mims, At -large Rockne Cole, At -large Core Values for City Employees Core values were developed by Iowa City staff during the 2012-13 strategic plan. These core values are incorporated into annual performance evaluations of all permanent employees. Core values include Integrity, Communication, Leadership, Inspiration, and Life -Long Learning. Strategic Plan Process The strategic planning process involves multiple steps, including gathering input City staff and the City Council. Thep Ian ning process focuses on 1) Issues, Concerns, Trends and Opportunities 2) On -Going or Committed Projects and 3) Significant and New Projects, Programs, Policies and Initiatives. The 2016-2017 Strategic Plan outlines the primary areas of focus for the community. It is important to note that numerous additional projects, initiatives and policy matters that are not specifically mentioned in this document have been carried out or will also be addressed as appropriate. The City staff continues to coordinate various actions that contribute to successful outcomes in each of the identified focus areas. This Status Report notes each of the focus areas, explains the major accomplishments to date, and presents a sample of future plans to further these goals. 2016-2017 Strategic Planning Calendar Fall 2015 Individual Council member and City staff input presented to the City Council Strategic planning work session facilitated by the University of Iowa Institute of Public Affairs Winter 2016 Additional City Council work sessions Adoption of the Strategic Plan 2016-2017 Implementation of action items Periodic status updates Fall 2017 Final action steps completed Creation of a new 2018-19 Strategic Plan Strategic Plan Priorities Measuring Progress Toward a more Inclusive, Just and Sustainable Iowa City 1. [Develop] a Strong and Resilient Local Economy 2. [Build] a Vibrant and Walkable Urban Core 3. [Create] Healthy Neighborhoods 4. [Maintain] a Solid Financial Foundation 5. [Enhance] Community Engagement and Intergovernmental Operations 6. [Promote] Environmental Sustainability 7. [Advance] Social Justice and Racial Equality M City Council Identified Projects, Programs, Policies and Initiatives • Identify how the City and local partners can effectively market and grow the local foods economy • Review the City's Tax Increment Finance (TIF) policy • Promote neighborhood commercial districts and build stronger relations with business owners throughout the community • Work closely with the University of Iowa and Kirkwood Community College on future facilities and economic development opportunities, especially in the Riverfront Crossings District • Work closely with the ICCSD, Kirkwood Community College, Iowa Works and others to explore the feasibility of an industrial arts/crafts facility in Iowa City • Proactively seek opportunities to facilitate development of our interstate entryways in a manner consistent with this strategic plan • Develop programs aimed to enhance small business development and retention Develop a program to support small business development and employment opportunities for minorities City Council Identified Projects, Programs, Policies and Initiatives Protect historic residential and commercial buildings and provide for their restoration Initiate public dialogue about the meaning of a walkable neighborhood Encourage diverse housing types and price points for a variety of income levels City Council Identified Projects, Programs, Policies and Initiatives • Consider amending the City's Annexation Policy to require the provision of affordable housing in residential areas Evaluate the implementation of a Form Based Code in one or two parts of the community • Develop strategies to diversify the membership of neighborhood associations and centers • Substantially improve public spaces through improvements to sidewalks, curb cuts, parks and streetscapes City Council Identified Projects, Programs, Policies and Initiatives • Continue to monitor the impact of the 2013 property tax reform and evaluate alternative revenue sources as determined necessary T Continue to build the City's Emergency Fund • Be attentive to Moody's rating criteria and maintain the City's Aaa bond rating • Continue to reduce the City's property tax levy Maintain healthy fund balances throughout the City's diverse operations City Council Identified Projects, Programs, Policies and Initiatives Weigh in on the ICCSD's planned 2017 bond referendum • Televise regular City Council work sessions • Develop ways to be relevant and innovative in our communication with the community • Significantly improve the Council and Staff's ability to communicate financial issues with diverse populations City Council Identified Projects, Programs, Policies and Initiatives • Raise Iowa City's Bicycle Friendly Community status from Silver to Gold by 2017 and aspire toward a Platinum status in the future • Evaluate and consider implementation of a plastic bag policy • Undertake a project in FY 2017 that achieves a significant measurable carbon emission reduction • Create an ad-hoc Climate Change Response task force, potentially under an umbrella STAR Communities committee, that is charged with setting a measureable carbon emission reduction goal and a corresponding action plan that lays out the most cost effective strategy to achieve the goal. City Council Identified Projects, Programs, Policies and Initiatives • Develop and implement a racial / socioeconomic equity review toolkit Support the Housing First initiative and other local homeless efforts including the temporary winter shelter Consider creating two new City Council committees with a focus on (1) sustainable built environment and (2) social justice and racial equity Evaluate initiatives to effectively engage the community's youth • Identify and Implement an achievable goal to reduce disproportionality in arrests Create a racial equity grant program • Develop a partnership with the University of Iowa and other key stakeholders that will aid efforts to recruit and retain a greater minority workforce • Identify a substantive and achievable goal for the provision if affordable housing in Iowa City and implement strategies to achieve this goal Capital Project Update - Public Facilities Project Status City Hall Improvement Project Public Works Master Plan Vehicle Wash System at Public Works Campus Police / Fire Storage Building Capitol and Dubuque Street Parking Ramp Fagade Improvements Parking Ramp Restoration Project Landfill Equipment Building Replacement Wastewater Sludge Biosolid Dewatering Equip Airport Pavement Restoration Airport Hangar A Door Replacement 12 Capital Project Update - Flood Recovery Project Status Gateway Project Property Buy-outs Idyllwild Storm Water Drainage Diversion Normandy Drive Storm Sewer Stevens Drive Storm Sewer 13 Capital Project Update - Parks and Recreation Project Status Willow Creek/ Kiwanis Park Highland Park Mercer Park Playground Pheasant Hill Park Frauenholtz-Miller Park Riverfront Crossings Park Happy Hollow Shelter and Restroom Ashton House Improvements Hickory Hill Park Creekside Park City Park Cabin Restoration City Park Pool Cabanas Hoover Elementary Gym Partnership 14 Capital Project Update - Public Infrastructure Project Status Washington Street Reconstruction First Avenue Grade Separation Mormon Trek Road Diet Burlington and Madison Intersection Burlington and Clinton Intersection Davenport Brick Street Reconstruction Myrtle / Riverside Intersection Riverside Pedestrian Pathway Douglas Water Main /Complete Streets Giblin Drive Water Main 15 Capital Project Update - Other Project Status Carbon Emission Reduction Affordable Housing 16 Measuring Progress Leading STAR Communities Indicators Project: Iowa City is an active participant in the STAR Communities rating program (www.starcommunities.org). The City will be certified in 2016 and will be eligible to participate in the Leading STAR Communities Indictors Project. The following is an excerpt from the STAR website (http://www.starcommunities.org/star-updates/leading-star-communities-indicator-prosect-workshop/): The Leading STAR Community Indicators project is not a substitute for pursuing a certified STAR Community Rating; rather it is a complimentary program that provides a platform for communities reporting in between recertifications or those seeking a less rigorous starting point for performance management. It will also elevate the sharing and comparing of data between participating communities using common, defined methodologies. There are two different types of indicators: Required and Flexible. Required indicators, such as Employment and Graduation Rates, are drawn from national or state data sets that are generally available to all jurisdictions in the United States. Flexible indicators, such as Greenhouse Gas Emissions and Total Solid Waste, are typically developed from data collected by the jurisdiction and require a substantive work effort on the part of the municipality. About STAR Communities (from http://www.starcommunities.org/rating-system): LIST OF 21 INDICATORS ' Flexible Indicators (Yes/No) ``STAR coMdffFaiI I The STAR Community Rating System (STAR) was built by and for local governments. Local leaders use STAR to assess their sustainability, set targets for moving forward, and measure progress along the way. Released in October 2012, STAR represents a milestone in the national movement to create more livable communities for all. The rating system's evaluation measures collectively define community -scale sustainability, and present a vision of how communities can become more healthy, inclusive, and prosperous across seven goal areas. The system's goals and objectives provide a much-needed vocabulary that local governments and their communities can use to more effectively strategize and define their sustainability planning efforts. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Built on the guiding principle of continuous improvement, STAR will evolve to remain the leading framework for local sustainability. There is recognition that the content of the rating system may change over time to embrace innovation, apply new research, or adapt to changing conditions in the field of community sustainability. All updates to the rating system will strive to create a consistent system that is both rigorous and accessible to local government applicants and their partners. 17 Measuring Progress (continued) In addition to participating in the Leading STAR Communities Indicator Project, the City will measure progress towards the 2016-17 Strategic Plan through the development of custom metrics. Metrics will be developed for each of the seven priority areas and included in the periodic Strategic Plan Update Reports that are provided to the City Council. As the strategic plan evolves new metrics can be introduced as appropriate. Custom Metrics: 1. [Develop] a Strong and Resilient Local Economy 2. [Build] a Vibrant and Walkable Urban Core 3. [Create] Healthy Neighborhoods 4. [Maintain] a Solid Financial Foundation 5. [Enhance] Community Engagement and Intergovernmental Operations 6. [Promote] Environmental Sustainability 7. [Advance] Social Justice and Racial Equality Metrics TBD r `��� p CITY OF IOWA CITY 1P5 MISMEMORANDUM q T4 Date: January 28, 2016 To: City Council From: Thomas M. Markus, City Manager Re: Fiscal Year 2016-2017 Proposed Budget Revisions Introduction: At the January 21, 2016 City Council work session, Council requested a number of items be added, removed, or modified in the fiscal year 2016-2017 proposed budget. Staff has summarized these revisions, the effect on the tax levy rate and/or fund balance, and which fund the respective revisions affect. Working backward from the State required March 15 budget certification date, the public hearing for the budget will be set at the February 16 City Council meeting. Accordingly, state budget forms will be prepared by the Finance Department on February 9. Staff intends to proceed with these revisions unless further specific direction from Council is given at the February 2 meeting. Further discussion of the budget by Council after the February 2 meeting will require the scheduling of an additional meeting prior to February 9. However, there is an opportunity to amend the budget during the fiscal year. There is also a contingency line item for unforeseen circumstances. Background: Below is a table of the revisions to the proposed budget that Council requested. Additions nnaratinn Rurlrrat Bookmobile $112,534 Residential/Commercial On -Off Street Parking Study $50,000 Affordable housing form base code, missing middle $125,000 Business incentives for persons of color and youth employment $50,000 Street tree planting program/tree inventory $75,000 Racial equity funding -grant program $25,000 Housing market analysis for University impact zone $70,000 Add 2 UniverCit homes $100,000 January 28, 2016 Page 2 Capital Improvement Budqet Carbon emissions reduction project $100,000 Complete Streets Study $50,000 Affordable housing construction project $1,000,000 Frauenholtz-Miller park development $150,000 Deletions Fairchild brick street reconstruction $375,000 1-80 Aesthetic improvements $100,000 Total $1,482,534 These programs affect a number of different funds and revenue sources. Below is a description of how each is to be worked into the operational budget and the effect on the tax levy rate or fund balance. A table summarizing the aggregate effects is attached to this memo. General Fund Library Bookmobile Staffing The budget estimate for this item assumes $10,000 in member contributions, a full fiscal year of expenses, and the personnel costs of the position at step 6 of the pay plan.- - Property tax dollars are the most appropriate funding source for this item. Generally, it is sound financial policy to avoid using one-time revenue or fund balance for ongoing operational expenses. The Government Finance Officers Association (GFOA) best practices note that, "A true structurally balanced budget is one that supports financial sustainability for multiple years into the future," and that budgets should, "be structurally balanced, where recurring revenues equal or exceed recurring expenditures." A budget that uses reserves to fund an ongoing expense is not truly balanced. Thus, the property tax levy is used to fund the additional Library staff position as this is an ongoing operational expense. The effect to the property tax levy is $0.03105. Despite the fact that the first year of bookmobile operations will not require a full fiscal year of expenditures, it is preferable to levy for a full fiscal year of expenditures to avoid requiring another levy rate increase for the same program next year. Excess property tax revenue in the first fiscal year can help fund some of the one-time expenses below. The other budget revisions herein are presented as one-time expenditures and thus use fund balance. If these become annual operating expenses in the future they will be moved to the property tax levy accordingly, or other offsetting expenditure reductions will be proposed. January 28, 2016 Page 3 Affordable Housing Form Based Code; Missing Middle Business incentives for Persons of Color and Youth Employment Housing Market Analysis/University Impact Area Two Additional UniverCity Homes Racial Equity Grant Program - Human Rights Commission These five items will be budgeted using General Fund balance. The budget assumes a 50% cost share by the University for the housing market analysis; the City's portion would be $35,000. The Human Rights Commission would be an appropriate board to administer the racial equity grant program, which is conceived to be similar to the Aid to Agencies process. The existing Micro Enterprise loan guarantee program, which has been little used, has also been removed from the budget. The total effect on General Fund balance for these five new items, less the reduction in the loan guarantee program is budgeted at $260,000. The UniverCity program incurs significantly higher expenses than the $50,000 per house budget presented here, however, there is offsetting revenue when the homes are sold. Though most of the budget items are presented with gross expenditure and revenue numbers, for this program we have shown the net effect of $100,000 so as not to skew the discussion. Street Tree Planting/Tree Inventory A comprehensive tree inventory would greatly improve an aggressive street tree planting program. This inventory would include street trees and parks with the intention of identifying deficient areas in our tree canopy and help the City meet our biodiversity goals. Adhering to our tree species diversification standards with an aggressive planting program will best be accomplished with a strong inventory. Diversifying tree species is an important safeguard against future disease or invasive species problems as we are currently experiencing with the emerald ash borer. Similar to our sidewalk network inventory, a tree inventory will help us complete work in a systematic, more effective manner. We are also experiencing difficulty meeting our species diversity standards with local suppliers. A more detailed accounting of the species in our existing canopy may allow us to work with suppliers to acquire more trees of appropriate species. The estimated cost of the inventory is approximately $100,000. With existing resources, outside funding, and the additional $75,000 Council added for tree planting, in fiscal year 2017 there should be resources available to complete the inventory and still address some important street corridors with plantings. A more aggressive planting schedule using the full $75,000 and with the benefit of the inventory would begin in year January 28, 2016 Page 4 This program will be funded using General Fund balance. Given that the inventory would include parks, the General Fund is a more appropriate funding source than the Road Use Tax fund. As an offset, equivalent costs from Forestry will be transferred from the General Fund to the Road Use Tax Fund. Parkins Fund Residential/Commercial On and Off Street Parking Study This study will be funding using Parking Fund balance. Reserves can absorb this expenditure. Road Use Tax Fund Complete Streets Study Fairchild Brick Street Reconstruction 1-80 Aesthetic Improvements The Road Use Tax fund is healthy after the recent increase in the motor fuel tax. The Complete Streets study is an appropriate use of Road Use Tax fund dollars. Freeing up road use tax dollars by eliminating the Fairchild portion of the brick street project and the 1-80 Aesthetic Improvement project allowed us to budget for two other projects without borrowing. The Burlington/Madison Intersection project and Prentiss Street Bridge project are now shown to be funded with road use tax dollars rather than general obligation bonds. The net result on the Road Use Tax fund balance from these changes is an increase of approximately $75,000. Affordable Housina Fund Affordable Housing Project This project is slated to be funded through the proceeds of the affordable housing payment from the developer CA Ventures for the RISE project at the Court/Linn site. As this expenditure already has a corresponding revenue source, there is no effect on other fund balances or the property tax levy rate. January 28, 2016 Page 5 Debt Service Fund Carbon Emissions Reduction Project This project is slated to be funded with general obligation bonds. Frauenholtz-Miller Park This project has been moved up to 2017. Staff evaluated moving this project to 2016, however, neighborhood meetings, design, and bidding of this project in 2016 is not feasible. There are also a number of other park projects planned for 2016 that already have materials and equipment ordered or use development funds that have time restrictions. Contractor bids also tend to be more favorable to the City with a less truncated time table. Burlington/Madison Intersection Prentiss Street Bridge As noted above, these two projects were removed from a planned general obligation bond issue and instead will be funded with road use tax dollars that were made available with the removal of the Fairchild and 1-80 projects. The costs of projects in the Debt Service Fund are spread out over a number of years. The fiscal year 2017 impact of the changes noted above is a minimal decrease in the Debt Service Fund balance of approximately $3,000. Fund Balance Summary As noted above, the effect on the property tax levy of these revisions is $0.03105. Fund balances for the affected funds are presented in the table below with figures before and after the revisions. A more detailed summary of all of the budget revisions is attached. General Fund Road Use Aff. Housing fund Debt Service fund Parking Fund Starting New Old Percent of New Percent Unassigned Unassigned Revenues & of Revenues Fund Balance Fund Balance Transfers In & Transfers In ($310,688) $19,342,947 $19,032,259 33% 32% $75,688 $4,365,471 $4,441,159 53% 54% $0 $0 $0 N/A N/A $3,083 $4,614,307 1 $4,611,224 1 N/A N/A ($50,000)1$6,045,921 1 $5,995,921 1 107% 107% ($288,083) O C MO L � J � lad} (ppb O O O O O N N O O S N L tl] U C lL lL lL IL ll IL IL W IL IL lL IL C c c c c C C c c C m m m m m m m o m m m m 0 oli o 0 O (V N O r O M O N f9 f9 19 !A m m s E . K ¢ i �3 M O O ' O O M O O V O 0 N 0 0 N m 0 v 0 a Q � c C y c c d c o M U Y O m O a L m m ` Q E � 0 U LL Q lop— m a LD 0 O 0 U � Y a vas z N e z z e M O e z g nMi vMi Z Z o � r 1 CITY OF IOWA CITY UNESCO CITY OF LITERATURE PENDING CITY COUNCIL WORK SESSION TOPICS January 28, 2016 Pending topics to be scheduled: 1. Discuss marijuana policies and potential legislative advocacy positions 2. Discuss formation of staff /citizen climate adaptation advisory group 3. Review annexation policy 4. Review downtown traffic model final report 5. Presentation from St. Ambrose University's Dr. Barnum regarding the ongoing Police Department disproportionate minority contact traffic stop study 6. Review of Downtown Streetscape Master Plan 16 I iCITY OF IOWA CITY " m--, �wxmaw MEMORANDUM Date: January 25, 2016 To: Mayor and City Council From: Tom Markus, City Manager Re: Iowa City Assessor Salary Adjustment It is my understanding that at your January 19th Conference Board meeting there was discussion regarding my view on the proposed 4.5% salary adjustment for the Iowa City Assessor position. I am happy to share my view with you and to the Conference Board, but I also fully recognize and appreciate that the decision rests with the Conference Board. Numerous variables are considered when setting and adjusting a salary of a director level position, such as the City Assessor. As I recall, there was considerable discussion amongst the Conference Board members last year when setting Mr. Comer's initial salary. After a review of comparable positions, a decision was made to set his salary at an amount below that of his exiting predecessor. The issue before the Conference Board now is the annual adjustment of the salary. The evaluation subcommittee of the Conference Board has recommended a 4.5% increase to take place in FY 2017. My view is that if the Conference Board is strictly looking at a cost of living type of increase then 4.5% is high compared with similar types of adjustments among the City's director level positions. However, if the Conference Board is also weighing performance (merit) and/or trying to adjust the -salary to become more in line with a determined set of external comparable positions, then a 4.5% adjustment may very well be reasonable. I have not reviewed external comparable positions nor have I evaluated the performance of Mr. Comer. Therefore, I am not in a position to offer my views on how those factors should influence the salary adjustment figure. I hope this clarifies my position on the issue before the Conference Board. From City Manager IP8 WY�IIp 11Wl Ensuring the Arts for The Kennedy Center ANYowtiCHILD Iowa City, Iowa FOR IMMEDIATE RELEASE/ Jan. 20, 2016 IOWA CITY – The Any Given Child Iowa City organization has hired its first program coordinator, who will assist Iowa City Community School District to maximize arts opportunities for students. Debbie Yarrow, a music teacher and non-profit administrator, was hired in December. Yarrow, who also currently works as a private woodwind teacher, previously served as conservatory director at West Music, where she organized and managed classes and lessons for stores in Iowa and Illinois. Before moving to Iowa City in 2009, Yarrow created and administrated several grass roots projects for students in rural Virginia, including the Garth Newel Music Center Suzuki Program, a school drama club, interactive classical music programs by the Garth Newel Piano Quartet, and TOTS preschool -the only preschool in the county, as well as organized National Read Across America Day. Any Given Child, a program of the John F. Kennedy Center for the Performing Arts in Washington, D.C., is designed to assist a community in planning strategically to provide an equitable arts education for all students in grades K-8. The program's goal is to strategically align the existing resources of the school district, the local arts community, and the Kennedy Center—all to benefit students' education. Iowa City was selected in 2012 by the Kennedy Center as the eighth Any Given Child site, joining other cities including Portland, Austin, Sacramento, Tulsa, Springfield, Las Vegas, and Sarasota. Several other cities have been added since Iowa City joined. In 2012 and 2013, a local Any Given Child Community Arts Team composed of school district administrators, arts organizations, artists, and community leaders met, and with the Kennedy Center's guidance, completed an audit of arts activities and resources at the school district, surveying arts organization and artists, and analyzing the data. The team found that Iowa City schools are rich in arts resources, but are not necessarily balanced from school to school or in every discipline. For example, there is a need for more resources in grades K-2 and 7-8, in addition to offering more opportunities in dance and theater. This ongoing initiative will support a rich, enlightening arts education program for students in grades K-8, as Yarrow works with district educators to identify needs and with area arts organizations to meet those needs. The Any Given Child Iowa City board raised funds to pay for this initiative. Support comes from Hancher Auditorium, US Bank, M.C. Ginsberg, and the cities of Iowa City, Coralville and North Liberty. To learn more about Any Given Child Iowa City, visit the organization's website at www.anygivenchildic.org, or folllow us on Facebook at www.facebook.com/anygivenchildic. Learn more about how your contributions can support this program by visiting www.anygivenchild.org/donate, or donated at http://www.iccsdfoundation.org. For more information, contact Any Given Child Iowa City Board Chair Kate Moreland at katemoreland21(cDgmail.com or (319) 321-4971. FAMILY & COMMUNITY ECONOMIC WELL-BEING Children living under the poverty level Unemployed individuals age 16 and over SCHOOL READINESS & SUCCESS 3- and 4 -year-olds participating in preschool ("2010-14) Fourth graders proficient in reading (12003) Eighth graders proficient in mathematics (§2003) High school graduation (students graduating with class in 4 years) STABLE, SECURE FAMILIES Cases of child abuse/neglect (per 1,000) Single -parent families ("2010-14) Teen births (number/pct of females 15-19 giving birth) Live births that are to unmarried teens HEALTHY CHILDREN Live births where prenatal care began during first trimester (§2007) Infant Mortality (per 1,000) Child deaths (per 100,000) Teen deaths (per 100,000) Low birthweight (live births less than 5.5 pounds) USE OF PUBLIC SUPPORTS Children 0-4 receiving WIC (42003) Students eligible for free or reduced -price lunches Individual tax filers who receive the EITC (02013) Individuals receiving Food Assistance Individuals participating in Family Investment Program To download data or view data snapshots for other Iowa counties, vi From Mayor Pro tem Botchway Johnson County 2014" 2014 Rate/ Chg from Number Percentage 2000§ 3,228 Child Data Snapshot 25.5% Johnson County 3.2% Demographic summary 1,951 Total population 138,802 6.9% Under 18 27,381 20.0% 76.7% Under 6 10,1 15 7.4% IOWAChild population (under 18) by racelethnicity -7.9% African American 2,425 8.9% An mitt the Child and Asian 1,629 5.9% Family Policy Native American 76 0.3% Center White, non-Hispanic 19,767 72.2% With support Other 884 3.2% from the Multiple 1,298 4.7% Annie E. Casey 31,093 Foundation Hispanic (any race) 2,303 8.4% FAMILY & COMMUNITY ECONOMIC WELL-BEING Children living under the poverty level Unemployed individuals age 16 and over SCHOOL READINESS & SUCCESS 3- and 4 -year-olds participating in preschool ("2010-14) Fourth graders proficient in reading (12003) Eighth graders proficient in mathematics (§2003) High school graduation (students graduating with class in 4 years) STABLE, SECURE FAMILIES Cases of child abuse/neglect (per 1,000) Single -parent families ("2010-14) Teen births (number/pct of females 15-19 giving birth) Live births that are to unmarried teens HEALTHY CHILDREN Live births where prenatal care began during first trimester (§2007) Infant Mortality (per 1,000) Child deaths (per 100,000) Teen deaths (per 100,000) Low birthweight (live births less than 5.5 pounds) USE OF PUBLIC SUPPORTS Children 0-4 receiving WIC (42003) Students eligible for free or reduced -price lunches Individual tax filers who receive the EITC (02013) Individuals receiving Food Assistance Individuals participating in Family Investment Program To download data or view data snapshots for other Iowa counties, vi From Mayor Pro tem Botchway Johnson County 2014" 2014 Rate/ Chg from Number Percentage 2000§ 3,228 11.3% 25.5% 2,669 3.2% 57.1% 1,951 61.3% 6.9% 930 76.7% -5.2% 831 75.8% -7.9% 1,044 91.3% -2.3% 163 5.6 -49.8% 4,200 28.1% 24.3% 42 0.7% -42.9% 38 2.1% -47.7% 1,551 85.4% 6 3.3 0 0 120 6.6% 8.5% -35.1% -100.0% 22.9% Iowa 2014" 2014 Rate/ Chg from Number Percentage 2000§ 24.860 § Unless another year indicated below 110,381 15.5% +43.9% 75,259 4.4% +70.5% 39,460 48.2% +8.1% 24.470 75.9% -0.7% 24.860 76.3% +6.5% 30,685 90.6% +2.1% 7,429 10.2 -20.9% 113,789 30.8% +23.7% 2,048 2.0% .42.2% 1,901 4.8% -42.8% 33,070 83.9% +17.8% 190 4.8 -24.0% 96 17 -20.6% 79 37 -21.4% 2,683 6.8% +10.2% 1,673 19.1% -13.4% 48,625 24.9% -11.8% 5,105 30.7% 87.0% 195.712 41.1% +55.5% 7,309 12.3% 73.6% 210,526 15.4% +47.0% 11,291 7.9% 225.4% 403,106 13.0% +205.2% 1,103 0.8% -18.6% 31,093 1.0% -43.5% ' Incidences of five or less have been suppressed to protect confidentiality ,it www.cfpciowa.org and click on "Kids Count Data" FAMILY/COMM ECON WELL-BEING Child poverty Children 0-17 who lived below poverty during the year — U.S. Census Bureau — Children growing up in poverty (defined here as $23,850 for a family of four) are much more likely than peers to experience stress and deprivation that hinders development and readiness for school and life. SCHOOL READINESS & SUCCESS 8th grade math Students proficient on the Iowa Assessments and Iowa Alternate Assessment — Iowa Department ofEducinan — Proficiency in math by the and of middle school prepares students for higher - order math classes they will need to succeed in high school as well as the basic stalls needed for adult life. STABLE, SECURE FAMILIES Single -parent families Families with children that are headed by a single parent — U.S. Census Bureau — Children in single -parent families typical- ly do not have she same economic or human resources available in two-par- ent families. They are more likely to drop out of school and experience di- vorce in adulthood. HEALTHY CHILDREN Infant mortality Deaths of infants before age I per 1,000 children — Iowa Department oj`Publk Health — In addition to being a child outcome, dam on infant mortality is used as a proxy for population health. The many factors that shape population health also shape infant mortality rates. ACCESS TO PUBLIC SUPPORTS Free or Reduced - Price Lunch Students eligible for free or low- cost meals while at school — Iowa Department of Education This federally funded program provides meals to students. Available to families with incomes up to 185 percent of the federal poverty level, it is a commonly used proxy for poverty. About the Kids Count indicators FAMILY/COMM ECON WELL-BEING Unemployment Individuals 16 and over in the labor force but unemployed — Iowa workforce Development — High levels of unemployment in a community make it difficult for families to move up the economic ladder. It also contributes to family stress when a parent struggles to find work- SCHOOL ork SCHOOL READINESS & SUCCESS High school graduation Public school students entering 9th grade who graduate with their class 4 years later — Iowa Department or Educauon — A high school diploma is the baseline credential needed for higher education, most kinds of job training and many jobs. Adults without one are much more likely to struggle economically. STABLE, SECURE FAMILIES Child abuse & neglect Confirmed cases of child abuse or neglect among children 0-17 — law Dept of Human Services — Experiencing abuse or neglect is one of the adverse childhood experiences that hinders healthy development — physical, mental and cogna[ive — and can affect well-being far into adulthood. HEALTHY CHILDREN Child deaths Deaths of children ages 1-14 per 100,000 children — Iowa Department fPubk Health — Child death rates can point to under- lying problems and inequities within a community, such as the safety of neigh- borhoods, access to health care or ex- posure to environmental toxins. ACCESS TO PUBLIC SUPPORTS Food Assistance Monthly average of individuals receiving Food Assistance — Iowa Dept of Human Semces The Food Assistance Program (known nationally as SNAP) provides financial assistance that low-income Iowans, including many children and working adults, can use to buy groceries. SCHOOL READINESS & SUCCESS Preschool participation Children ages 3-4 enrolled in preschool — U.S. Census Bureau — Children who participate in a high-qual- ity preschool program are more likely to be socially and cognitively ready for kindergarten. The benefits are strongest for low-income children and children facing other risk factors. STABLE. SECURE FAMILIES Teen births Females ages 15-19 giving birth Iowa Deponent fA bfic Health Children born to teen mothers are more likely to be loom prematurely or low birthweight and to die as infants. Teen mothers are less likely to finish high school or go on to college and more likely to rely on public supports. HEALTHY CHILDREN Prenatalcare Live births where prenatal care began in first trimester — Iowa Department fliublic Health — Early and regular prenatal care — when a health care provider can treat and prevent health problems early — increases the chances of a healthy pregnancy and birth. HEALTHY CHILDREN Teen deaths Deaths of teens ages 15-19 per 100.000 — Iowa Department of Public Health — Unintentlonal injuries (accidents) are the leading cause of teen deaths, ac- counting for more than 40 percent of all deaths among teens ages 15 to 19. This measure also includes incidents of illness, homicide and suicide. ACCESS TO PUBLIC SUPPORTS Family Investment Program Monthly average of individuals participating in FIP — loxes Dept of Human Services — lowa's version of the federal TANF program provides cash assistance to eligible low-income families for up to 60 months. It serves a small and shrinking share of the population. SCHOOL READINESS & SUCCESS 4th grade reading Students proficient on the Iowa Assessments and Iowa Alternate Assessment — Iowa Department of Education — Reading proficiently by mid -elementary school is an important predictor of future academic success, including high school graduation, and of economic stability in adulthood. STABLE, SECURE FAMIUES Teen unmarried births Live births that are to unmarried teens — Iowa Department of Public Health — Unmarried men mothers are less likely to ever marry and often face the pnma- ry responsibility of parenthood, often without the full physical, emotional and financial resources needed for child rearing. HEALTHY CHILDREN - Low birthweight Live births weighing less than 5.5 pounds — Iowa Department fPubk Heats — Infants bom at low birth weight are at higher risk for physical and developmental delays that hinder growth, school readiness and adult health. ACCESS TO PUBLIC SUPPORTS WIC Program Children 0-4 participating in the Women, Infants, & Children program — Iowa Department ofPubix Health — WIC offers supplemental foods, refer, rals and nutrition education for low-in- come pregnant and postpartum women and children through age 4. ACCESS TO PUBLIC SUPPORTS EITC Individual tax filers who receive the Earned Income Tax Credit — Internal Revenue Service — The EITC is recognised across the po- litical spectrum as a successful antipov- erty program chat ensures that people who work are able ro provide for their families. r 01-28-16 ^Y,®, CITY OF IOWA CITY IP10 Ift MA, �& MEMORANDUM 0._� Date: January 28, 2016 To: Tom Markus, City Manager From: Ron Knoche, Director of Public Works Re: Flint, Michigan Water Quality Issues Iowa City residents may have read national news reports about elevated lead levels in children living in Flint, Michigan that have been linked to lead contamination caused by the city's water system. In 2014, Flint changed its water source. They began drawing water from the Flint River and treating it at their water treatment plant for use as drinking water. The treated water, it was later learned, was more corrosive than the water they had provided previously. This caused lead from consumer's pipes and water fixtures to leach into their tap water. It may be some time before all the facts surrounding the Flint incident are understood. The take away from this incident is water chemistry is complex. When Flint changed water sources and water treatment processes, there were unintended consequences and the quality and safety of their tap water was impacted. In 2003, Iowa City water sources and water treatment processes changed with the opening of the new drinking water facility. The Water Division did extensive preplanning and diligent management during the water transition and customers did not experience problems in water quality. Iowa City undertakes measures to ensure quality concerns such as Flint's does not happen to our drinking water. The EPA -mandated Safe Drinking Water Act compels all community water suppliers, including the Iowa City Water Division, to participate in a Lead and Copper Sampling Program. Since 1992, the Iowa City Water Division has routinely sampled for lead and copper in designated locations throughout the city's water system. The "Safe Drinking Water" rules require an action level of 0.015 mg/L (15 parts per billion) lead concentration in the 90t percentile of samples. Iowa City water has always remained in compliance with this rule. In 2014, the most recent sampling session, the 90th percentile lead concentration was 0.004 mg/L (4 parts per billion), well below the EPA action level. Operators at the Iowa City Water Division conduct numerous water tests and measurements daily, and make adjustments to water treatment processes based on this data to ensure that the water which enters the system is of high quality. If residents have questions or concerns about Iowa City drinking water, they can contact Kevin Slutts, Water Superintendent, at 319-356-5160 or view the "Consumer Confidence Report" at http://icgov.org/ccreport. For additional information about lead in drinking water go to the "Center for Disease Control and Prevention" website. http://www.cdc.gov/nceh/lead/tips/water.htm joint Meeting Johnson County Board of Supervisors - Iowa City Community School District - City of Iowa City - City of Coralville - City of North Liberty - Other Johnson County Municipalities and School Districts January 25, 2016 North Liberty City Council Chambers Minutes Call to order North Liberty Mayor Amy Nielsen called the joint meeting of Johnson County entities to order at 4:30 p.m. Elected officials present: City of Coralville - Mayor John Lundell, Jill Dodds and Laurie Goodrich; City of Iowa City - Mayor Jim Throgmorton, Susan Mims, John Thomas and Rockne Cole; City of North Liberty - Mayor Amy Nielsen, Terry Donahue and Chris Hoffman; City of Hills - Mayor Tim Kemp; Johnson County - Pat Harney, Mike Carberry and Lisa Green - Douglas (Supervisor -Elect); Iowa City Community School District -President Chris Lynch and Brian Kirschling; City of University Heights - Mayor Wally Heitman. Discussionfupdate items Crisis Intervention Team (CIT) training including visit to the Center for Health Care Services and Haven for Hope in San Antonio, Texas Chief Deputy Steve Dolezal presented information including a video on CIT training. A group of officers traveled - to- San Antonio, Texas for training. Bexar County has a Restoration Center including a wet shelter, methadone clinic, substance abuse treatment and numerous other services. The Sheriffs office plans to have a program in place by January 2017 to do training locally and to work to have all officers trained in Johnson County. CIT helps officers work more effectively with persons suffering from mental illness in a crisis situation where law enforcement has been called to assist. Additional information is included with these minutes. If follow up questions or concerns exist, use the following to contact: Jessica Peckover ineckove@co.johnson.ia.us or Steve Dolezal sdolezal@co_johnson.ia.us. Facilities Master Plan Iowa City Community School District President Lynch provided an update on facility updates. Penn Elementary and Twain Elementary have hosted their grand openings, both featuring new gyms and new classrooms. Lucas Elementary and Weber Elementary will have their grand openings next year. Hoover East and Liberty High have broken ground or will soon. Alexander Elementary has opened. Attendance Zones Lynch updated the group on revisions coming to attendance zones relating to secondary boundaries. In 2016, the board will revisit elementary attendance zones defining the 2019 vision with two new elementary schools. The changes will result in changes to junior high and high school alignments. The Board is considering asking for neighborhood input on these revisions. The Board requests input from municipalities by March 1. Transportation Renewal Lunch reported that on tomorrow night's school board agenda the board will be reviewing discretionary funding for busing. The board will be reviewing busing students at risk for non-attendance due to lack of transportation. The district does have a pay to ride program with a sliding fee scale based on Free/Reduced Lunch status. The group discussed the upcoming school bond issue and the possible extension of the school penny sales tax to 2049. Bell Schedule A task force is looking at the current bell schedule to make recommendations for possible revisions. Listening posts are scheduled on Wednesday, January 27, at Grant Wood Elementary and Northwest Jr. High on February 4 at 6 p.m. The Board expects to decide on revisions in February. Regional affordable housing workgroup Andy Johnson provided an update on the Affordable Housing Work Group. The group generated definitions of common, essential terms in housing with the goal of having common ground when housing is discussed. The group has facilitated communication about needs, upcoming projects. and legislative issues/advocacy. Regional sustainability work group Becky Soglin updated the group on the work group. The group has met twice and has shared ideas on sustainability and hosted presentations on energy efficiency. The next meeting will include the generation of a mission/vision. The County has installed solar with a power purchase agreement. The City of Iowa City is participating in the STAR Community Initiative. General entity updates Coralville just completed strategic goal setting with Jeff Schott. The west land use master plan is in process for approval with a 30 to 35 year build out. The FY 17 budget process was relatively painless. The City received $1.8 million from HUD for flood mitigation to rebuild two pump stations. Iowa City has a new Council. They are focusing on budget, CIP, Strategic Plan and moving forward with the upcoming Manager vacancy. University Heights is focusing on streets, sidewalks and other practical issues. The St. Andrew's development and new Community Center continue to be at the forefront. The City of Hills has the city water system installed. The first bills have been sent out. North Liberty has a Special Census number of 18,228. The City is updating the Parks Plan. Upcoming projects will be presented at an open house on February 18 at 6 p.m. Johnson County is working on the FY 17 budget. The supervisors will be bonding for $600,000 to go to the Housing Trust Fund for rental assistance and homeownership assistance. Water quality and quantity continue to be focuses. The 3rd Annual Local Foods Forum is scheduled for early February. The Iowa City Community School District will be seeking additional funding for schools in this legislative session. Next meeting date and time Iowa City will host the next meeting on April 25 at 4 p.m. Other The group discussed inviting the University of Iowa to the table. The group was encouraged to inform constituents of the collaboration that happens at these meetings. On March 21, the City of Iowa City is cosponsoring a visit from Robin Hambleton author of Leading the Inclusive City. Public comment No public comment was offered. Adjournment Mayor Nielsen adjourned the meeting at 6:07 p.m. The Five -Legged Stool: A Model for CIT Program Success Nick Margiotta, MEd, CIT Coordinator, Phoenix, Arizona, Police Department Crisis Intervention Team (CIT) program, based on the "Memphis Model," is an Innovative program designed to effectively assist individuals in their communities who are in crisis due to behavioral health or developmental disorders.'- CIT is often mistakenly viewed as law enforcement training; in reality, it is considerably more. It is a program with a broad reach that relies on strong community partnerships and a vibrant crisis system that understands and responds to the role and needs of law enforcement. The CIT program encourages officers to access crisis facilities to redirect individuals in crisis away from the criminal justice system, when appropriate. This fosters engagement in the behavioral health system for connectivity to long-term treatment and services, which leads to sustainable change in the community.t The goals that are realized through implementation of CIT programs include increased officer and consumer safety and diversion of individuals in crises away from the criminal justice system and into the behavioral health system with the goal of long-term treatment and recovery:' The CIT model reduces both the stigma and the need for further involvement within the criminal justice system for those in crisis.x- CIT has existed for more than 25 years and is built on 10 core elements. -5 Despite the longevity of the program, there is still widespread confusion in many communities concerning what a healthy CIT program really encompasses.= This includes communities that have endorsed and implemented CIT training as well as communities that have yet to adopt a CIT program. To clarify, it may be useful to view CIT as a "Five -Legged Stool." This figurative stool cannot function at all with only one leg (i.e., one element of CIT), and really needs at least three legs to stand. Ideally, though, it needs all five legs to be strong, functional, and enduring. 1) Police Training While the training of police officers is the most visible component of CIT programs, it is only one piece of a multi-level collaborative community effort. Nonetheless, the importance of the effective training of police officers cannot be underestimated. These are the individuals to whom everyone in the community turns in times of crisis. In most communities, the goal of law enforcement agencies should be to have 20-25 percent of their uniformed patrol officers trained in CIT. The 40 -hour block of advanced officer training is most effective when the officers in attendance have volunteered to complete the training. Officers who volunteer to attend the program have shown initiative and interest and will generally be more amenable to applying the new tools they have learned upon returning to their units.' An important concept to emphasize to officers at the very beginning of the CIT training is that it is not meant to replace anything they have learned as officers. Police officers are always officers first. CIT training is meant to give officers additional tools to use when they are in the field interacting with individuals who may be in crisis. This includes the ability, when appropriate, to utilize their discretion and divert the Feature Articles The Ihve Lam. Stool: A Model for Pralram Success Nick Margiotla, MEd, CIT Coordinator, Phoenb Arizona, Police Department Citizen Advisory Boards in Contemporery Practice: A Practical Approach in Policing John G. Reece, PhD, Colorado Mesa Unhwrsh and Judy Macy, Chief of Police, Fwifa, Colorado, Police Department IACP 2015 Information - PDF View PDF Exhibitor List IACP 2015 - PDF View PDF Exhibitor Update October 2015 - PDF View PDF Officer Safety Comer. Chief Is There ■ Doctor ill YOU, House? The Evolution arta Enforcement Operational Medicine Davfd Q. McArdie, MD, FACER, Chair. IACP Poke Physicians section Research in Brief: ConhonUM Commercial Sexual Exploitation and Traffickina of Minors in Juvenile Justice Robert L. Llstenbee, Administrator, Office of Juvenile Justice and Dek'nquencY Prevention, Office of Justice Programs, U.S. Department o Justice I Vll4V 1,+LIA11 lv161r azA11%. Individual away from the criminal justice system and into the behavioral health system, CIT training helps officers evaluate when they might use their discretionary powers and gives them the information regarding available resources to effectively and successfully accomplish this diversion.11 Much like a one -legged stool won't be able to stand, if a community only has this most common leg of a CIT program, it really does not function and accomplishes little, if any, tangible outcomes in a community. 2) Community Collaboration It is vitally important that integral community partners are identified and utilized by the CIT development team. Community partners play an important role In the CIT process, and it is important to develop community ownership. This ownership can be accomplished by including individuals and organizations within the community in all phases of the CIT program's development and impiementatlon—initial planning, training curriculum development, ongoing feedback, and problem solving. local professionals and agencies who volunteer their time to assist in the training of patrol officers help increase the sense of community ownership and networking for CIT. It is this broad-based grassroots community collaboration that makes a CIT program achievable and sustainable. In times of fiscal challenges, budgetary cuts, and other financial constraints, the collaborative nature of a healthy CIT program helps it weather potential fiscal and political storms and permits the program to endure, providing better outcomes for officers and those in crisis. 3) Vibrant and Accessible Crisis System Training and collaboration throughout the community are imperative for CIT. Perhaps the most meaningful leg, in order to accomplish real outcomes, is the need for a robust crisis system. Many communities have a system; however, CIT requires more than just "having" a system. It requires that the system be responsive to the needs of the police and the community as a whole. Having quality services and providers is the first step, but if they are not responsive and easily accessible, then they will not be utilized by police.2 Thus, the CIT goal of reducing incarceration for those individuals who need behavioral health services cannot be achieved. Accessibility is of paramount importance when it involves police "hand-offs" to behavioral health services. These interactions need to be quick, efficient, and guaranteed, regardless of capacity, funding sources, diagnoses, entitlement, and so forth. Triage must be kept to the minimum to ensure that officers are able to return to their police duties and behavioral health crises are handled by the behavioral health system. A critical element to accessing crisis services is to ensure that community crisis services and receiving centers operate with a "no wrong door" philosophy for law enforcement. Regardless of an individual's diagnosis or presenting issue, the behavioral health crisis system needs to be prepared to respond to an individual referred by law enforcement. Police officers must have priority access to services for the people they refer, and the behavioral health providers must not turn an individual away because he or she does not meet specific and narrow criteria. While this accessibility may create challenges for the behavioral health providers, it is imperative that behavioral health entities collaborate within their own system in order to ensure an individual gets to the right door. Behavioral health entities should not expect police officers to navigate their system—or, even worse, prevent law enforcement offices from handing off people to their facilities. The goal needs to be helping individuals in crisis. With that mind -set, behavioral health providers and police agencies can partner to build stronger and healthier communities. While facility -based services operating with "no wrong door" policies are critical to a CIT program, an enhancement to consider In helping build healthy communities is the ability to also access mobile behavioral crisis responses out in the community. For communities with mobile behavioral crisis services or for those communities seeking to create this level of care, it is important to consider how these services can meet the I VAAtA. ldAAbi 1Y1Cl.Rt.111%. needs of law enforcement when they are dealing with a behavioral health crisis. To make sure that the service has relevance to CIT, the key is for mobile community crisis response teams to be readily available to respond to a police request in a prioritized manner and free law enforcement from the scene as quickly as possible. This level of responsiveness is needed to increase the likelihood that police will utitize mobile crisis services, thus increasing the opportunity to stabilize Individuals safely at home, when appropriate. The behavioral health crisis system's guiding philosophy should be accessibility, with the goal to build a culture in service providers that is focused on acceptance instead of placing clinical barriers to accepting 'hand-offs.' A consistent, prioritized, and seamless process needs to be in place in order to adequately meet the unique needs of the police and the Individuals they refer. This consistency and commitment to meeting the needs of police helps build trust between law enforcement and behavioral health providers and increases the opportunity for therapeutic hand-offs. 4) Behavioral Health Staff Training Training of behavioral health staff is critical in fostering positive working relationships between law enforcement and the mental health community. It is important that behavioral health staff have a clear understanding of the law enforcement officers role in the behavioral health community. Sometimes, behavioral health staff tend to Incorrectly develop an impression that because an offices is CIT trained, he or she has somehow become a combination of both a law enforcement officer and a social worker. A dear delineation of the two roles should remain intact. Emphasis should be made that the goal Is collaboration, not integration. A social worker who gains an understanding of CIT does not become a law enforcement officer, and behavioral health staff need to recognize that a law enforcement officer who receives some specialized training In behavioral health remains, first and foremost, an officer. Because the world of law enforcement is somewhat misunderstood by those outside the law enforcement community, it Is key for behavioral staff to gain insight into what a law enforcement response to a mental health crisis looks like. To provide that insight, law enforcement agencies may want to identify some behavioral health staff members to participate in a ride -along with a CIT -trained officer. Nothing will provide more clarity to a behavioral health worker than witnessing an on officer perform all of the functions and constraints typical in patrol. Behavioral health staff can appreciate the differences between the two cultures. This appreciation promotes the beginning of an understanding that CIT -trained officers are, above all else, officers who, by choice, have received specialized training in behavioral health topics. In addition to ride-alongs, it can be helpful for law enforcement to provide training to front-line behavioral health workers. Just as it is important for police to learn about behavioral health issues, it is also important for behavioral health staff to understand and respect the law enforcement officers role and practices. If taught what law enforcement practices look like—and what they do not look like—behavioral health staff will become educated as how to best coordinate, collaborate, and 'cooperate with law enforcement officers. This has a two -fold benefit. It can lead to better interactions when law enforcement is handing off an individual, and it also can help guide behavioral health staff on appropriate times to request law enforcement Involvement In a behavioral health incident. Training for ground -level behavioral health staff can be one of the most productive undertakings to advance community understanding and appreciation of the value that CIT training brings to the community. 6) Family, Consumers, and Advocates Collaborate and Educate The final leg—family, consumers, and advocates --is often the "forgotten" leg. Involvement of these stakeholders is truly critical to help entrench a CIT program firmly in a community. In addition to having consumers participate in the actual training curriculum, the education and training of family and consumers help Increase buy -in and ownership of the program. This buy -in helps to support critical elements in the program. There are two main benefits of this element: (1 ) improved understanding 1 ..." I.lIWl 1Y10.6"0. XAI r of front-line interactions involving law-enforcement and (2) advocacy for the program needs. Supportive advocates of CIT processes and program needs are important to help foster positive relationships between the police and the community and to improve the efficacy of the program. Who better to spread that positive word than those family members and friends whose loved ones have been helped by a CIT - trained officer? A CIT program that helps to educate consumers and advocates on the resources available in their community allows them to be more engaged in the program. The development of meaningful crisis plans; tips on how to improve face-to-face interactions when law enforcement is responding to a call regarding a loved one; and increased understanding of law enforcement's typical responses, limitations, and procedures can go a long way to increasing the likelihood for successful outcomes. When both parties in the interaction are more informed and willing to respect each others perspective, the opportunity for mutually beneficial results increases exponentially. Families and advocates who are more informed, engage in pre -crisis planning, and have reasonable expectations for the outcomes of crisis situations greatly increase the likelihood of positive outcomes and, typically, are more supportive of the overall program. Al the macro -level, this constituency can also be strategically helpful in advocating for the protection, expansion, and accessibility of precious community behavioral health crisis services. As discussed, for CIT to be effective, accessible crisis services are paramount. A CIT program's ability to protect or acquire the needed behavioral health services to adequately support a true CIT program is greatly improved when community members actively advocate for this critical piece of a CIT program. Since quality and accessibility to these services are generally contingent on the funding provided by a region's behavioral health system or by the culture and vision of the agency providing these services, the consumers of the care can be amazing allies. Conclusion These five main "legs" are the foundation of creating a strong CIT program. Having three or four of the legs is certainly an improvement over having none orjust training, but the presence of all five legs ensures that a community has a strong and stable foundation that is systemically responsive to those individuals who are experiencing a mental health crisis. This solid foundation promotes a CIT program that can be sustainable and weather the inevitable ups and downs that are certain to occur in a community over time. Central to the success of CIT is not only the training of the law enforcement officer, but also the education of those agencies and individuals within the behavioral health community who will be involved In the process. Successful diversion requires accessible crisis services. True collaboration can occur only when law enforcement, behavioral health agencies, and families and advocates have a clear understanding of and respect for each other's roles in a CIT program. Nick Margiotta, MEd has been a Phoenix Police Officer for 19 years, and currently is the CIT Coordinator for the Phoenix Metro Region. He is on the Board Secretary for CIT International and serves as a NAMI Arizona Advisory Board Member. He greatly acknowledges the assistance of CIT International Administrative staff, Erica Chestnut and Linda Smith, in development of this article. Notes: !Randy Borum at al., "Police Perspectives on Responding to Mentally III People in Crisis: Perception of Program Effectiveness," Behavioral Sciences and the Law 16 (1998): 393-405, http:i/scholarcomnions.usf.edu/cqi/viewconteiit.ggi? article= 1567&context=mhlo facoub (accessed February 2014). 7 Henry J. Steadman at al., "Comparing Outcomes of Major Models of Police Response to Mental Health Emergencies," Psychiatric Services Online (2001); Edward P. Sheddan and Linda A. Teplin, "Police -Referred Psychiatric Emergencies: Advantages of Community Treatment," Journal of Community Psychology 9, no. 2 1 V11VV VIIlVl lYlµ�µLrll\r ++(TApril1981): 140-147. hl1 tt DrFverstone�ior farms fo� ersona' W11ABLCTWe gay iso thevE�e�tiven s r�fhc g g Diso ers. (( a mar, National GAINS Center, 2004); National Association of Mental Health Planning and Advisory Councils, Jail Diversion Strategies for Persons with Serious Mental Illness (Rockville, MD: Center for Mental Health Services, Substance Abuse and Mental Health Services Administration, 2005), htto://www.namlipac.org/PDFs/01/iaiidiversion pdf (accessed September 2, 2015); Deborah L. Bower and W. Gene Petit, "The Albuquerque Police Department's Crisis Intervention Team: A Report Card," FBI Law Enforcement Bulletin (February 2001): 1 -6, httl)71&vvvw.ou.af.mil/au/awc/awcqatetfbi/crisis interven pdf (accessed February 2014). "-MiCF] I T. COJI1 ton et�l "Cris) late( �rtign T.ea Train(p CF�an tis rl know a ge, Il cites an Stigma e a o chlzopilrenla, �syc is c ervices 57, no. 8 (August 2006): 1199-1202, hill):/twww.state.ni.ustmhstigmacouncil/communitvAaw/Crisis trite" team training pdf (accessed March 2014). gg �h p y�ry ElemeonlPh �� eoensllSot M nih�ias Sciplool orf Urbeln Aff51rs en /�rq�[g�e�ti�7n Team Core ( y p Pu c o Icy, Department of Criminology and Criminal Justice CIT Center, 2007), littp.1/www.cit.meml)his.edu/information files/CoreElements pdf (accessed September 2, 2015). "Fandolgh, Dupont and S>�1 Cochran, "Polllej Res�onse to Men�l Heal�h Emerge cies:Barnersto ange, Jouma o the mencanAAca emyo Psychiatry and the Law 28, no. 3, (2000): 338-344. Michael h Woody "DutiV mos—yealingg with Mental Avss" Law E5, e I ews (Jo n Jay College o nmmal ustice) 29, no. 593 ( e ruary14, r�Ol�p3):�ebr�i -1056, htlp://Iaw.capital.edutWorkArea/DownloadAsset aspx?id=20602 (accessed September 2, 2015). 'Gordon Str ss et al , "P hiatriq Dispositign �i( Patie is tigro ht in b Crisi Intervention1eam Police Nicers,' CorrlmundyMental ii ea Rh,%dqumal4y1, no. �2 (April 2005): 223-228. "Randy. Boru at al "Police P peclives or) RRespondin to Mental) IIII Pe ple irl Crisis: Percepr�ion of Program activeness,' Behavioral ciences aXd the paw 1ti (1998): 393-405, http://scholarconinions.usf.edu/cqitviewcontent.cqi? article=1567&context=mhip facpub (accessed February 2014). Top From The Police Chief, vol. LXXXII, no. 10, October 2015. Copyright held by the International Association of Chiefs of Police, 515 North Washington Street, Alexandria, VA 22314 USA. The official publication of the International Association of Chiefs of Police. The online version of the Police Chief Magazine is possible through a grant from the IACP Foundation. To learn more about the IACP Foundation, click here. All contents Copyrigh(® 2003 - 2015 International Association of Chiefs of Police. All Rights Reserved. Copyright and Trademark Notice 1 Member and Non -Member Supplied Information I Links Policy 44 Canal Center Plaza, Suite 200, Alexandria, VA USA 22314 phone: 703.836.6767 or 1.800.THE IACP fax: 703.836.4543 Created by Matrix Group International Inc E - 8-16 IP12 CITY OF IOWA CITY QUARTERLY INVESTMENT REPORT October 1, 2015 to December 31, 2015 Finance Department Prepared by: Brian Cover Senior Accountant OVERVIEW The City of Iowa City's investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City's investment activities is the preservation of capital and the protection of investment principal. The City's investment portfolio remains sufficiently liquid to enable the City to meet operating requirements that cash management procedures anticipate. In investing public funds, the City's cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio's rate of return. Since the city's investments are mostly between the six month and twelve month range, the yield curve for the 12 month U.S. Treasury Bili has been added to the chart. . The rolling average return on the six-month U.S. Treasury Bill for the prior 365 days was 0.17% and the 12 month rate was .31 %. The investment program seeks to achieve returns above this threshold, consistent with risk limitations and prudent investment principles. The rate of return on the City's entire portfolio for the quarter was 0.46%. (See exhibit A) Investments purchased by the City of Iowa City for the second quarter of this fiscal year had an average return of 0.55%. Rates on new investment purchases in our operating cash portfolio for the second quarter were approximately 11 basis points higher than investments purchased at this time last year. The federal funds rate is the interest rate at which banks lend to each other. In the December 16th meeting of the Federal Open Market Committee, the decision was made to raise the target range for the federal funds rate from Y< to i/2 percent. The Committee expects that economic conditions will evolve in a manner that will warrant only gradual increases in the federal funds rate; the federal funds rate is likely to remain, for some time, below levels that are expected to prevail in the longer run. However, the actual path of the federal funds rate will depend on the economic outlook as informed by incoming data. (See exhibit B) The quarterly investment report lists investments by fund, by institution, by maturity date, and investments purchased and redeemed. The decrease in investments between 2014 and 2015 was generally offset with an increase in cash on hand. New official state interest rates setting the minimum that may be paid by Iowa depositories on public funds in the 180 to 364 day range during this quarter were 0.05% in October, 0.05% in November, and 0.05% in December 2015. CITY OF IOWA CITY INVESTMENTS ON HAND DETAIL LISTING BY MATURITY DATE 31 -Dec -15 INSTITUTION INVESTMENT PURCHASE MATURITY INVESTMENT INTEREST NAME TYPE DATE DATE AMOUNT RATE IPAIT IPAIT 27 -Sep -06 $1,500,000.00 0.01% HILLS BANK MONEY MRKT 30 -Mar -10 $9,000,000.00 0.20% WELLS FARGO SAV 20 -Apr -10 $10,000,000.00 0.35% WELLS FARGO SAV 25 -Jul -12 $8,408,026.03 0.15% MIDWESTONE BANK CD 04 -Mar -14 04 -Mar -16 $450,000.00 0.64% MIDWESTONE BANK CD 04 -Mar -14 04 -Mar -16 $2,030,221.00 0.64% WELLS FARGO SAV 14 -Apr -14 $24,000,000.00 0.25% UICCU CD 22 -Jul -14 24 -Jul -19 $2,600,000.00 2.01% IPAIT CD 22 -Dec -14 08 -Jan -16 $2,000,000.00 0.45% IPAIT CD 22 -Dec -14 15 -Jan -16 $2,000,000.00 0.45% CEDAR RAPIDS BANK & TRUST CD 28 -Jan -15 29 -Jan -16 $2,000,000.00 0.42% CEDAR RAPIDS BANK & TRUST CD 28 -Jan -15 05 -Feb -16 $2,000,000.00 0.42% CEDAR RAPIDS BANK & TRUST CD 28 -Jan -15 12 -Feb -16 $2,000,000.00 0.44% IPAIT CD 09 -Mar -15 04 -Mar -16 $2,000,000.00 0.37% WELLS FARGO SECURITIES NOTE O6 -Mar -15 11 -Mar -16 $2,013,743.43 0.32% TWO RIVERS BANK CD 06 -Mar -15 18 -Mar -16 $2,000,000.00 0.38% TWO RIVERS BANK CD 06 -Mar -15 25 -Mar -16 $2,000,000.00 0.39% MIDWESTONE BANK CD 29 -Apr -15 29 -Oct -17 $1,000,000.00 1.02% UICCU CD 26 -Jun -15 25 -Jun -17 $844,150.00 0.95% CR BANK & TRUST CD 18 -Aug -15 02 -Sep -16 $2,000,000.00 0.52% CR BANK & TRUST CD 18 -Aug -15 09 -Sep -16 $2,000,000.00 0.52% CR BANK & TRUST CD 18 -Aug -15 16 -Sep -16 $2,000,000.00 0.56% CR BANK & TRUST CD 18 -Aug -15 18 -Aug -17 $775,000.00 0.6 % MIDWESTONE BANK CD 30 -Sep -15 30 -Sep -17 $15,000,000.00 1.02% FARMERS & MERCHANTS BANK CD 16 -Oct -15 29 -Oct -16 $ 2,000,000.00 0.50% WELLS FARGO SECURITIES CD 16 -Oct -15 13 -Oct -16 $ 2,000,000.00 0.57% CBI BANK & TRUST CD 16 -Oct -15 05 -Nov -16 $ 2,000,000.00 0.62% CBI BANK & TRUST CD 16 -pct -15 12 -Nov -16 $ 2,000,000.00 0.62% WELLS FARGO SECURITIES NOTE 20 -Nov -15 15 -May -18 $ 499,510.00 1.04% WELLS FARGO SECURITIES NOTE 08 -Dec -15 09 -Dec -16 $ 2,083,900.00 0.78% HILLS BANK CD 16 -Dec -15 13 -Jan -17 $ 2,000,000.00 1.00% TOTAL S 112,204,550.46 CITY OF IOWA CITY INVESTMENT ACTIVITY FOR THE QUARTER ENDED SEPTEMBER 30, 2015 INVESTMENT PURCHASE MATURITY INVESTMENT INTEREST INSTITUTION TYPE DATE DATE AMOUNT RATE INVESTMENTS ON HAND AT 9/30/15 S 120,199,225.17 PURCHASES 10/01/15 TO 12/31/15 FARMERS & MERCHANTS BANK CD 16 -Oct -15 29 -Oct -16 $ 2,000,000.00 0.50% WELLS FARGO SECURITIES CD 16 -Oct -15 13 -Oct -16 $ 2,000,000.00 0.57% CBI BANK & TRUST CO 16 -Oct -15 05 -Nov -16 $ 2,000,000.00 0.62% CBI BANK & TRUST CD 16 -Oct -15 12 -Nov -16 $ 2,000,000.00 0.62% WELLS FARGO SECURITIES NOTE 20 -Nov -15 15 -May -18 $ 499,510.00 1.04% WELLS FARGO SAV 25 -Jul -12 25 -Jul -12 $ 500,000.00 0.15% WELLS FARGO SECURITIES NOTE 08 -Dec -15 09 -Dec -16 $ 2,083,900.00 0.78% HILLS BANK CD 16 -Dec -15 13 -Jan -17 $ 2,000,000.00 1.00% WELLS FARGO SAV 25 -Jul -12 22 -Dec -15 $ 2,003,300.00 0.15% WELLS FARGO SAV 25 -Jul -12 30 -Dec -15 $ 2,003,750.00 0.15% TOTAL PURCHASES $ 17,090,460.00 REDEMPTIONS 10/01/15 TO 12/31/15 UICCU CD 02 -Oct -14 02 -Oct -15 ($2,000,000.00) 0.51% UICCU CD 02 -Oct -14 09 -Oct -15 ($2,000,000.00) 0.51% UICCU CD 02 -Oct -14 16 -Qct -15 ($2,000,000.00) 0.51% FARMERS & MERCHANTS BANK CD 02 -Oct -14 23 -Oct -15 ($2,000,000.00) 0.70% WELLS FARGO SAV 25 -Jul -12 ($2,000,000.00) 0.15% WELLS FARGO SECURITIES NOTE 18 -Nov -14 18 -Aug -17 ($500,000.00) 1,00% WELLS FARGO SAV 25 -Jul -12 ($499,510.00) 0.15% MIDWESTONE BANK CD 21 -Nov -14 25 -Nov -15 ($2,000,000.00) 0.30% MIDWESTONE BANK CD 21 -Nov -14 04 -Dec -15 ($2,000,000.00) 0.32% MIDWESTONE BANK CD 21 -Nov -14 11 -Dec -15 ($2,000,000.00) 0.44% WELLS FARGO SECURITIES NOTE 25 -Jul -12 ($2,083,900.00) 0.45% MIDWESTONE BANK CD 21 -Nov -14 18 -Dec -15 ($2,000,000.00) 0.45% WELLS FARGO SECURITIES NOTE 22 -Dec -14 23 -Dec -15 ($2,000,399.07) 0.31% WELLS FARGO SECURITIES NOTE 22 -Dec -14 30 -Dec -15 ($2,001,325.64) 0.31% TOTAL REDEMPTIONS S (25,085,134.71) INVESTMENTS ON HAND AT 12/31/15 $ 112,204,550.46 CITY OF IOWA CITY INVESTMENTS ON HAND SUMMARY BY FUND 12/31/15 12/31/14 FUND INVESTMENT INVESTMENT TYPE AMOUNT AMOUNT ALL OPERATING FUNDS $104,005,669.46 $130,824.704.80 GENERAL OBLIGATION BOND FUND $ - $ _ BOND RESERVE FUND $ 8,198,881.00 $ 9,726,921.00 TOTAL $ 112,204,550.46 $ 140.551 625 80 CITY OF IOWA CITY INVESTMENTS ON HAND LISTING BY INSTITUTION TOTAL $ 112,204,550.46 $ 140,551,625.80 12/31/15 12/31/14 INSTITUTION INVESTMENT INVESTMENT DEPOSITORY NAME AMOUNT AMOUNT LIMIT BANK OF THE WEST $ $ $ 75,000,000.00 BANKER'S TRUST $ $ N/A CEDAR RAPIDS BANK & TRUST $ 12,775,000.00 $ 4,000,000.00 $ 20,000,000.00 FARMERS & MERCHANTS SAVINGS BANK $ 2,000,000.00 $ 2,000,000.00 $ 15,000,000.00 FIRST AMERICAN BANK $ - $ - $ 35,000,000.00 CBI BANK & TRUST $ 4,000,000.00 $ - $ 15,000,000.00 HILLS BANK & TRUST $ 11,000,000.00 $ 9,000,000.00 $ 25,000,000.00 IOWA PUBLIC AGENCY INVESTMENT TRUST $ 7,500,000.00 $ 7,500,000.00 N/A LIBERTY BANK $ - $ - $ 25,000,000.00 MIDWESTONE BANK $ 18,480,221.00 $ 53,305,071.63 $100,000,000.00 TWO RIVERS BANK $ 4,000,000.00 $ 6,000,000.00 $ 10,000,000.00 U OF 1 COMM CREDIT UNION $ 3,444,150.00 $ 9,746,700.00 $ 50,000,000.00 US BANK $ - $ - $ 65,000,000.00 WELLS FARGO SECURITIES $ 6,597,153.43 $ 7,505,308.04 N/A WELLS FARGO BANK $ 42,408,026.03 $ 41,494,546.13 $ 50,000,000.00 WEST BANK $ $ - $ 35,000,000.00 TOTAL $ 112,204,550.46 $ 140,551,625.80 O LO Ch N O O O O O O O O u.in;aa;o OBEWaoaad F- W c� fy U) C— LL M L LL January 15, 2016 COPY Re: Potential traffic calming on Seventh Avenue Dear Resident: IP13 tx CITY OF IOWA CITY 410 East Washington Street Iowa City, Iowa 52240-1826 (319) 356-5000 (319) 356-5009 FAX www.icgov.org Residents along Seventh Avenue, between Court Street and Glendale Road, filed a petition requesting that this portion of street be considered for the City's Traffic Calming Program. The City completed a traffic evaluation and determined that this street qualifies for the program based on the 85th -percentile speed of traffic exceeding 5 mph over the posted speed limit of 25 mph. A neighborhood meeting was held on November 10 to discuss the Traffic Calming Program and the available alternatives. Staff reviewed potential solutions including speed humps and limited on -street parking to help control speeds—parking is currently prohibited along this portion of Seventh Avenue. Residents who attended the meeting chose speed humps as the preferred option to pursue. The attached flyer describes speed humps and shows the approximately locations where they could be installed along Seventh Avenue, pending project approval and engineering review. The next step in the Traffic Calming Program is a survey of all households contiguous to this portion of Seventh Avenue. Please return the enclosed postage -paid card by January 30 indicating whether you support the proposed traffic calming project. Each household receives one vote only. At least 60% of responding households must be in favor of the traffic calming measure for the proposal to be considered by the City Council. The intent of the City's Traffic Calming Program is to install traffic calming features only if desired by the neighborhood. If 60% of those responding to the survey support speed humps, the request for traffic calming will be forwarded to the City Council for consideration. Comments on the proposal will also be solicited from the Fire, Police, Public Works, and Transit departments in addition to local ambulance services. City Council will make the final decision. You will receive the results of the survey by mail by early February. If there is support, I will notify you of the City Council meeting date. Thank you for your consideration of this matter. If you have any questions, please feel free to contact me. Sincerely, Sarah Walz Assistant Transportation Planner Sarah-Walz(o)iowa-city;orq / 319-356-5239 cc: Tom Markus Jon Resler Troy Kelsay Geoff Fruin Doug Boothroy Ron Knoche Kent Ralston Jason Havel Marcia Bollinger SEVENTH AVENUE Proposed Speed Hump Locations �♦ Cautionary signs mark locations where speed humps are installed. Street pavement is marked so that speed humps are readily visible to drivers. Speed humps are designed to allow cars and trucks to comfort- ably pass at 25 MPH. In evaluating locations for speed humps, we consider separation between humps, distance from intersections and driveways, and stormwater drainage. Speed humps do not interfere with on -street parking, turning movements, or access to driveways. Traffic -control methods Traffic -control devices are installed on public roads and in private developments. O Speed bump Used mostly in private residential developme shopping centers. * 4 to-6-inc-hes © Speed hump Used mostly on residential streets with speed limits up to 25 mph. - -------------------- �_3 to 4 inches _ _ _ _ - 10 tol2feet Jan. 2016 January 15, 2016 Re: Potential traffic calming on Langenberg Avenue Dear Resident: -23-16 I MIP14 ®fih '�► rrlr®'q i CITY OF IOWA CITY 410 East Washington Street Iowa City. Iowa 52240-1826 (319) 356-5000 (319) 356-5009 FAX www.icgov.org Residents along the west end of Langenberg Ave., filed a petition requesting that this portion of roadway be considered for the City's Traffic Calming Program. Shortly after, we received requests from residents east of Keel Boat Loop, asking that their portion of the street also be evaluated. The City completed a traffic evaluation and determined that both portions of Langenberg qualify for the program based on the 85th -percentile speed of traffic exceeding 5 mph over the posted speed limit of 25 mph. A neighborhood meeting was held on November 17 to discuss the study findings and explore available traffic calming solutions. Neighborhood residents reached consensus that speed humps were the preferred approach for slowing traffic. The attached flyer describes speed humps and the shows approximate locations where they could be installed on Langenberg Ave. Final locations to be determined upon project approval and engineering review. The next step in the Traffic Calming Program is to all households contiguous to Langenberg Ave. Because the requests for traffic calming along the two ends of Langenberg were received separately, and because there are several undeveloped lots in the area west of Keel Boat Loop, we are surveying the two ends of the street separately for installation of speed humps on each respective section of the street. Please return the enclosed postage -paid card indicating you preference by January 30t" Each household receives one vote. At least 60% of responding households along your section of Langenberg must be in favor of the traffic calming measure for the proposal to be considered by the City Council. The intent of the City's Traffic Calming Program is to install traffic calming features only if desired by the neighborhood. If the proposal receives enough support as measured by this survey, the request for traffic calming will be forwarded to the City Council for consideration. Comments on the proposal will also be solicited from the Fire, Police, Public Works, and Transit departments in addition to local ambulance services. City Council will make the final decision. You will receive the results of the survey by mail in early February. If there is sufficient neighborhood support for installing speed humps along the portion of the street where you live, you will be notified of the City Council meeting date. Thank you for your consideration of this matter. Please contact me at if you have any questions. Sincerely, 7 Sarah Walz Assistant Transportation Planner Sarah-Walz@iowa-city.org / 319-356-5239 cc: Tom Markus Jon Resler Troy Kelsay Geoff Fruin Doug Boothroy Ron Knoche Kent Ralston Jason Havel Marcia Bollinger n ¢ VJ N N ^ y (C (D a a I3o�N< o v 'D v m O n R� m m CL 10 (D m CL D G) m Z co m G) D m Z C m a - .A. 0—m CD w m0, � 5oI a n r. 3�3 a ,a a�3 a (D '' na O oo "° Q N .�—: G CLQ 3 O 0 ^ �3v 3m m " m°a 0 0 < 3 n O N a d N 3 7 ° ° w m ID r+ a v d o o g w m a o N N � CCC333 � N n 0 �• �� a m � r 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 HANDOUTS: Information submitted between distribution of packet on Thursday and close of business on Friday. Regular Agenda: ITEM 8 TCDD FUNDRAISING - See additional correspondence ITEM 9 WASHINGTON STREET RECONSTRUCTION MARKETING EXPENSES - See additional correspondence ITEM 10 HOUSING CHOICE VOUCHER - See additional correspondence Info Packet of 1/28: r Memorandum from City Manager: CIT (Crisis Intervention Team) Training in San Antonio, Texas I �`� .®air CITY OF IOWA CITY 1k MEMORANDUM Date: January 28, 2016 To: City Council From: Tom Markus, City Manager Re: CIT (Crisis Intervention Team) Training in San Antonio, Texas Attendees: Johnson County Supervisors Janelle Rettig and Rod Sullivan, Johnson County Jail Alternatives Coordinator Jessica Peckover, County Attorney Janet Lyness, CEO of Prelude Behavioral Services Ron Berg, Shelter House Executive Director Crissy Canganelli, Crisis Center Community Intervention Director Keri Neblett, ICPD Chief Sam Hargadine, City Manager Tom Markus Subject: The above named individuals attended a two day session to learn more about the CIT program and the related services that support this multi -agency collaborative effort in San Antonio, Texas. Four Iowa City police officers joined officers from other agencies and spent the week learning the CIT approach to deal with individuals who are in crisis due to behavioral disorders, developmental disorders and dependency issues. The training is a 40 hour program. The officers joined us for the first day overview of CIT. First Day: We spent the bulk of the first day listening to a number of members of the San Antonio police department give an overview of the CIT program. They described their program as a collaborative effort between the police department, sheriff's department, first responder courts, and the mental health service provider community. The first such program was developed in Memphis, Tennessee after a man with a history of mental illness was in a confrontation with police and was subsequently shot and killed by police. CIT training is now mandatory for all new police officers as a part of their academy training in the state of Texas. CIT results in the diversion of a significant number of individuals to services that address their needs rather than sending them through the court system and ultimately to jail. The San Antonio Police Department goals for CIT are: 1. Police officer safety; 2. Citizen safety; and 3. Improved police services to the community. The program teaches CIT skills which: 1. Serve persons with mental illness, in crisis, suicidal, or emotionally unstable; and 2. The program increases officer safety by training officers in techniques on understanding and recognizing the various illnesses, how to communicate and listen, and how to deescalate the crisis. The program educates officers about mental illness, suicide, substance abuse, intellectual disabilities, and developmental disorders. Officers learn to facilitate decision making, to ensure consumers get appropriate care, to provide officers with the criteria and processes involved in the notification of emergency detention, mental health warrants, and orders of protective custody. Some of these are Texas specific but our officers will eventually relate these processes to what is established in Iowa. According to the speakers, one-half of all Americans experience a mental disorder at some point their lives. Prisons have become the largest mental health providers in the country. January 29, 2016 Page 2 According to the metrics reviewed by San Antonio and Bexar County, it is significantly more expensive to imprison these individuals then it would be to channel these individuals to the appropriate treatment programs. The program is instructing our officers to identify the various types of serious mental illness and how to work with individuals that display behaviors related to the various types of illness. Our officers will learn specific skills to identify, understand, communicate and deescalate individuals in crisis. The program emphasized the metrics they use to monitor their performance and how they have been able to document significant savings utilizing CIT. The officers learn techniques which result in the use of force being the very last technique that would be deployed in any given contact. Second Day: The second day we met at the CENTER for Health Care Services. The major take away for me was the high degree of collaboration that exists between the law enforcement agencies, courts, first responders, providers of crisis services, sobering unit, detox, mobile crisis outreach, and the intensive outpatient services providing opioid addiction treatment, minor emergency health care, and other services. The general scope of the services is to treat the issues of immediate concern and offer long term services to get individuals back on their feet and dealing with their individual problems whether that be a mental illness or an addiction issue. Across the street from the Center is Haven for Hope, which provides housing, job placement, job training, education, mental health services, and substance abuse recovery. They also provide temporary housing for the homeless and more permanent housing for those wishing to get their illness or addiction treated. I have attached some brochures and more extensive notes about what we learned for those of you who wish to learn more. Some of the facilities are designed to serve a significantly larger population base than exists in Johnson County. As pointed out by one of our county supervisors we need to find solutions that are scalable to our population and our needs. The attendees are intending to meet toward the end of February to discuss how we can implement various features of the programs we were exposed to in San Antonio. As additional opportunities present themselves I would encourage more of our staff and elected officials to take the opportunity to see what these programs consist of by going to San Antonio and seeing them firsthand. I am anxious to hear back from our officers to see what they thought of the week-long training and whether they would encourage fellow officers to attend. Conclusion: I believe the CIT approach is a program that is likely to be replicated across the country as more cities understand the benefits of this approach to police engagement with the public and the more humane way to treat persons with behavioral health, developmental disorders, and addiction issues. The San Antonio programs are metric driven and even the most conservative individuals are supportive of the model if for no other reason than this program shows significantly better results at less cost than incarceration. The Myths and the Facts 11 01; Patients are still addicted Addiction h pathologic use of a substance and mayor may not include physical dependence. Physical dependence on a medication for treatment of a medical problem does not mean the person is engaging in pathologk use and other behaviors. I- I I a.. Yna; f B bmpi7 a substitute for heroin or other oplalds Phanne cothetapy is a legal and medically supervised treatment designed to normalize behavior with respect to n*or areas of function: interpersonal, legal, social and vocational. It will also help normarae physiology by reducing repeated episodes of intoodcatiora withdrawal and craving. MYTH #1 Providing meds... . alone is suffiicien- ----ent for opima addiction FACT Combining pharmacotherapy with counseling and other ancillary services increases the likelihood of success When taken as prescribed patients feel more stable than when they take heroin or other opiates. When stable on their dose, patients receiving pharmacotherapy should function without sedation or intoxication. OpioidAddiLdsellwtn Services(OATS)a CARF ifoordned aW awrWdwtyanmenowdc terarnear PnWw for pacplea"afed toopioids. such as prturption pain arAludota and hemla Flours of Opaadoet wo am to 2A0 pm. Mondey— Frkhy ROD a.m. to 9.00 aa. Sadmdafs Sunday & Holidays Idspenslra �h) The Center for Health i�f'Cp�k it Fc The Restoration [enter ..o. ti l ro ewb r. San Antor" Texas 76207 (210)261-3001 awasdrc*Lws THE CENTER FOR 14A171i CARE Ra1R� r.ra+aarevarrhr Ween MW aoa heaaq Mali Opiold addktkn can be tmated Opmd addk-tion is a daonk dhease, like heart disease W diabetes. Achmrdc dhmse is a medical condition for !k ft carrot be cured but It can be managed. A person with addiction can rellom a healthy, productive fife. Opioids Can Be Addictive Addmlao is adisme tlm mulls ween the opioel ba made clinign to the braL A pcteon mhg mediafim property is net Hk* to get addutad, but this ae.etrmes happens. Addiction usually ocean though .lean Rome people m t higher risk ofadd'Utia hem. dtheir @eon, AmpawasiC or permed duatlon. The sigos of addiction are CMhg—The mind lodge m m'vwhelnung desire Ilse the drug. to dene4etiltbemmra baderto way ao to Using the drug. Use is cmnpolsk and cummres esan whin it caws harm. It Y not usually padbleto taper off addiNm. More help Is needed became the asvrop we so atnmg and the fm dwiAdtmsd is so gteLL OpfaYa/ArMon ams D[nesrl. Nkdkffdo*gNMW trwI 'igtrMmmfor addkdm tht iwluda tbom ofmobadm along with eousdug and other sUpPort-ltcemmtthet lin dolve nedktion Is ollm the bet delne for opioid addkdim If a person 4 addlooA medsadw allows him a her to rcgds enamel Rae ofmlod, free ddrug-iuduad highsadlows.kfiwsthepermfreelkaki all thetime abort dr dreg. h m rdua pmbkms of withdrawal and amiog. These drmges ® ghc the poem the Charm to form m the litstyk dtogw the ked bmktu ballhy burst& 'liking medication for oploid sddkti is like tddag medkatim to control hoer[ disease a dbboa. It is NOT the ams as srAY6rdeig one ddidm drug for anther. Used property, the Mediation does NOF stale anew addiction. It helps people mega Podr addiction so that drebmehb drrawy can be 28sa arc dofaes Jnr arAaatlaw. 21smm ons. mediations used in uelmmtof opioid addiction me methadone ad bupmaphue. �1 0! .V, V OATS tracks our patients, who persevered to achieve the following results in 20147 84% of patients were negative for opiates on their drug screens after 6 months of treatment 79% of parents were able to stay out of the mminal justice system while In treatment 94% of patients remained engaged in treatment after 1 year CRISIS h SUBSTANCE LOSE HELPLINE 804316.9241 OR 214229 -SAFE (7233) Ell.' IA�s h ns adult Oa yen eld and atlerd ]deem diegomtic Crarie I. Opi id Drymdess His, 1 yens hi" orae dura. NOpield Depmdmce OATS Album DSEM gobnmm Mono ueldr8m Or delnsmloamofprlaby wpuWkm is H adarldonpiefis Penns i N drug Iona P.pmt sob aose[sera rV deg osers Panmwkh kids to Ibises acs Hw=WdbcbwW M Tklkbso fi. "on dosd DA78asu"Nedlaid. SCREENING t ASSESSMENT: 6;001 D nemNmdgdta 11%AN aAd em m 1290 p.m; AM eon4 Rmb raved if nshs Ydkte phnsmaeeiMrLt Y approprYs, ba salon asinm nao,Ideon bssdonispmaidmepsoldm. CRISIS R SURSTANCE USE MELFUNE: W631"241 Oft 210 -223 -SAFE (7735) The Center for HealthM2 Care Services L 601 N. Frio S[ ❑� Y� Y San Antonio, Texas 78207 (210)261-1300 wwmdm&CAIS THE CENTER FOR IMAM CAM SMM® Mer, hope eed heebg hoOL on The 4<oienon Center Intensive IOP peke people whh addiction Iden* their rvengths, arhlnr stablgry, and regain control oftheb hves- Life for addicted people can devolve to an extreme state. In Beer County, you out find help at The Restoration Cemter; where progreasim programa lead you to sobriety, stability and fulfillment. Intensive Outpatient Services (IOP) are oliiaed to people battling addicbm. Counselors provide intensive outpatient treatment sesvicea that fiaahtate recovery from substance abuse and dependence dmgaoaes. You - P ndependent You're no the first persem to lhce sfidlages caused by adduce. The camedon in ran Center's IOP program are eapctieomd with the proceas—mase Commitment am miracle — of emagmg bad inoo the mametroam with productive independence. Admissions: (210) 246-1300 or walk into Restoration Center at 601 N. Fra St., San Antonio, Texas 78207 L'i IOP staff zzy Wto-date with all the Programs available to the recovering populetioa A case manager helps you access an array of `wrap wouve services at Tic Rion Center and in the community at bare that assess mental health, medical, hwaing and occupational assistance. Mai W&Au.6 wlo the. a*wi. bw d6podsofdepmd,= id,M.hm a* b. amoW to the UIRP MW. a tf v b Hw& ladlviduele Jim drat.eraLa.m in rh, LOP pmg. vhlch prmidm VmW and Wit* wadro. w W eomlled alma Haven for pe rslssron Haven for Hope often a place of hope and new t While we continue to work on saN- ing the ,we Pro- vide and coordinate an efficient system at cars for men, women and children experiencing homelessness. In 2006, business and civic leader Bill Grashey and the San Antonio City Coumil sought solo- tans to address homelessness in Be County. After nabomaide reeeerch on models and best practices, Haven for Hope opened In 2010. Through a recovery framework and compreher. eve on4M social services, a person is guided fan hamalwnsss to housing. Haven for Hope offer, • The Courtyard is a safe outdoor sleeping arae for Guests needing temporary shelter and bask aervkes. • The Tanstormatlon.l Campus provides bing'M+++n living quarters and services to help Members address the root causes of their hcmelessness. A Major Campus, Major Partners Haven for Hope is a 224cm campus just wast of downtown San Antonio. We provide case manage- ment, job training, residential facilities, education and coordination of partners' services. To address the root muses of homelessness, organisations; 32 arc on our campus. Together, they offer more than 150 different social services. Myon partners Include: The Center for Health Care Services provides housing, substance abuse and mental health ser- viees. They operate The Courtyard --a safe sleep- ing area for adults; plus the In -House Wellness Program, In -Mouse Recovery Program mid Recto - nation Center. The San Antonio Food Bank provides meals and an opportunity for Members to achieve a oertifica- don in Culinary Arts. St. Vincent de Paul Society provides meals for Courtyard Guests. I Cam Vision Carter provides vision services to Members, Gueala and the public. San Antonio Christian Dental Clln, _ provides dental services to Members, Goods and the pub YMCA of Greater San Antonio provides early childhood education and after sclwoi care to Members and the public. provides medical services to Members and the public. These arc just a few of our An operate offehe and provide a wide range of services to our Members and Guests. Haven for Hode'a campw has an '-f+1 a everafl sales Yt a00 on the i fnrmebenI pus and i899N-. st Consider mating a charitable gift one-time gid $ v MonthHggt $ Annualgih $ Name Address City/StatdZip Phone/Fax/Email tea amp wna0. was Wew6Nen0Amertb, F�epres If paying by credit card: Card Number Expiration Daft Signature GV Code Please Tatum to: Haven for Hope, Attn: Donations; 1 Haven far Hope Way San Antonio, TX 78207 you can also a" a gid online at www.have forhope.org Donating clothes, furniture and oche aso0e7 Donation Sudan (mural-psimeo Wilding) is open Mon -Fd 8am-Span &Sat10arn-Spm To volunteer, email us: voluntesr@tl onforhupe.org ® FOLLOW US HEALING & RECOVERY The indivklual is at the center of our services. We meat them where they are, for who they are. Haven for Hope Haven for � p� aegis indviduals for their potential and their purpose —tc give and add value for human worth. BeMviorcl Hraxn Servrres Suhsterras ohm rehabilitation, counseling, mental bath serAces, psydltaby, Spirirvm/5ervires Spiritual care focused on re-mtagratng the Indvidual bacic into the larger community through relationships with skilled volunteers and edensize faith community networks Housing, legal, animal kennel, ID recatery, childcare, youth and family activities. mai office, 3 daily meals, Community events, physiml rehabilitation, Bbrary, darebon ware house, computer canker anti mon A place of hope and new beginnings! Over 2.500 men. women and children housed Over 1,800 job placements Vaterian Services Job Skills Training and Education Mental Health and Substance Abuse Recovery Haven for Hope I Haven for Hope Way San Antonio, TX 78207 (210) 220-2100 'a Resume bulding, Interview sldlls, job coacning, job fairs, professional attire and more then 300 s community businesses hiring HAH individuals. _ i -) GassroomUased and on-ihsjob mining in: Landscaping Cansmmtbo t Cuinwy Arts Custodal Forklift CerVl fiti Adminkoafin pvft, OSHA Gerdxoutw� e, ;i —• ESL GED. liters q, professional certlflus born end college -prep classes Financial literacy, parenting courses, man - Ind health, physical well being, life skills, computer skills and more BeMviorcl Hraxn Servrres Suhsterras ohm rehabilitation, counseling, mental bath serAces, psydltaby, Spirirvm/5ervires Spiritual care focused on re-mtagratng the Indvidual bacic into the larger community through relationships with skilled volunteers and edensize faith community networks Housing, legal, animal kennel, ID recatery, childcare, youth and family activities. mai office, 3 daily meals, Community events, physiml rehabilitation, Bbrary, darebon ware house, computer canker anti mon A place of hope and new beginnings! Over 2.500 men. women and children housed Over 1,800 job placements Vaterian Services Job Skills Training and Education Mental Health and Substance Abuse Recovery Haven for Hope I Haven for Hope Way San Antonio, TX 78207 (210) 220-2100 LAI � W TV Wm for .Fe Campus officially opened April 26,2010; became fully operational June 30, 2010 Offers housing, transformational and life-saving services for men, women and children experiencing homelessness in Baxer County 842 residents currently living on the Transformational Campus 428 single men, 176 single women and 238 Family Members (Includes 144 ch#dran with an average age of 6); 45 Veterans Since opening, over 2,562 people have exited the transformational campus and moved to permanent housing After one year, 90% of people that exited with a housing placement did not return to homelessness The average length of stay for individuals staying at Haven for Hope for the last twelve months (Jan. 2015 -Dec. 2015) was 198 days for single people and 195 days for families The downtown homeless count has decreased by approximately 80% -WI tit IW-4IIU fiVY[S(oP2 S f i111IC411-I fistC 4ilus is Job placement and training programs are proving effective • Over 1,641 individuals have attained employment since opening updated IZ31.16 92 campus partners provide over 150 different social services • 32 on -campus, 43 off-campus/community referral, and 17 community support partners Counseling, education programs, job training, life skills, legal services, ID recovery, etc. Volunteers play a large role at Haven — on average there are 1,000 volunteers working on the campus each month serving In various ways (individuals and groups) The Restoration Center built by Haven for Hope which opened in April 2008 with $6.1 million in State funding provides critical sobering & datoxificaticn services • Over 35,000 individuals have received life saving services Approximately $30,054,650 documented cost avoidance for Cily & CountyJalls, emergency rooms and court rooms in first five years of operation (2008-2013) The In -House Recovery Program (IHRP), which provides designated housing and support for those with drug & alcohol addictions, has had a total of 1,188 Individuals successfully complete the program. Many of these graduates are Job -ready once they complete the program. Since opening in October, 2010 the IHRP has a success rate of 58% which exceeds the average completion rates for treatment programs (44%). The In -House Wellness Program (IHWP), which provides ireavnem for patients with mental illness, began operation on December 10, 2011 and has served 749 unduplicated Individuals. The In -House Wellness Program for Women (IHWWP), which provides treatment services specifically for women with mental illness began operation in November 2013 and has served 227 unduplicated individuals. Since opening, IHWP and IHWWP have a success rate of 58%. Better Utilization of County Tax Dollars • Jai recld/vism rate for those leaving Jail and conning to Campus is 24% since opening (38 of 145 individuals), in the Courtyard the rate is 32% (131 of 384). The Boxer County average is approximately 80%. There is currently an average of approximately 1,000 open beds per night at the Boxer County Jall. In June 2010, the Jail was over capacity and the County was looking to move prisoners to other cities. • Approximately 5,000 fewer jell bookings occurred in Haven's first year of operation cornpared to Ore previous year Better Utilization of City Resources The Restoration Center creates cost efficiencies by enabling the San Antonio Police Department to quiddy divert public inebriates to the Center instead of detention facilities. Additionally, officers can quickly divert injured prisoners to the Centers on-site minor emergency dinic instead of the hospital ER, thereby saving finis they used to spend in emergency rooms. The combined estimated value of getting those officers back on the street Is approximately $1 million per year. The Courtyard is a safe sleeping area for those unwilling, unable or waiting to participate in transforination programs • Average overnight count for last three months (Oct -Dec 2015) was 598 with a high of 707 • Average served during the day for the last three months (Oct -Dec 2015) was 798, with a high of 873 • Over 4,000 people moved from the Courtyard into higher levels of residential care, Including IHRP, IHi IF, and other forms of supportive and/or permanent housing, since Haven's opening in 2010. Over the past 12 months, the number of Individuals was 857 Over 40,000 quality medical, dental and vision care services provided annually OF 10, 12.31.15 Approxlmat* 193 different cities from 44 states have visited the campus 61% of the funding for the $100.5 million construction project came from the private sector $10a5 million Haven for Hope Connruction Funding CNW&SJS4M'1 Sui rnwbon _AL Jobs created from constructing Haven for Hope • 190 new jobs created by Haven for Hope Approximately 150 new jobs coated by partner agencies 465 Conatracdon jobs Haven for Hope's funding comes from a wide range of sources Haven for Hope Operational Budget - FY 2016- $16,182 (K's) United Way, 1,5i Private ContriMnions, 3,492,000,21% ■ (1) State Government • NuStar Foundation Updated 12]1.15 Panners CAM, 936,000.6%. (1)State Government, NUStar Foundation, 3,000,OW , 19% ,000.16% (2) Local Government (Citv), 3,013,000,19% Kai Government (County), 1,000,000, 696 Federal Government, 592,000,49t (2) Local Government (City) Local Government (County) Federal Govemment Private Contributions - United Way Partners CAM Bexar County Smart Justice Initiative Summary: Challenge -The largest unmet need in Bexar County is mental health 21% of persons in jail have significant mental health issues • Recidivism for persons with mental illness, especially those charged with misdemeanors is high Farcy identification and process for diversion is complex Treatment access limited Challenge — Central Magistration (CMAG; a pre booking facility) • 95% of all detainees booked at CMAG were not screened for MH needs • Screening for MH at CMAG was based on observation and staff report • Screening available for 8 hours, Monday through Friday only Timeline: 2012 Commissioners ask Council of State Governments Justice Center (CSGJC-Fabelo et al) to examine county processeswith goal of Improving pretrial practices and outcomes for persons with mental health disorders 2013 2014 2015 2016 2017 CSGJC (Dr. Fabelo) completes BC data study examining pretrial and mental health diversion practices. Goal is to develop Bexar County as a demonstration site for best practices related to the identification and treatmentof justice involved mentally ill persons. Bexar County Smart Justice recommendations endorsed by County Officials Commissioners create County Mental Health Department New CHCS Contract to include mental health clinicians NACo initiative to address the mentally ill in jail presented Commissioners create Independent Public Defenders Office Crty/County, establish joint coordinating council and begins bi-monthly meetings to review criminal justice issues CMAG improvements include expanded screening and full assessments, public defender presence and law enforcement administered mental health questionnaire for all brought to CMAG CMAG-Pretrial 100% screening for MH needs, mental health clinician available 16 him per day, 7 days a week Rexar County participates in Meadows Mental Health Policy Institute, State wide Smart Justice Task Force informing Texas Legislature on Mental Health and Criminal Justice issues NACo, Council of State Governments Justice Center and the American Psychiatric Association launches "Stepping Up initiative to Reduce the Number of People with Mental Illnesses in Jails Commissioners Court issues proclamation in support of Stepping Up Initiative Bexar County invited to present at April 36, 2016 National Summit in DC CMAG Facilities and staffing improvvmems continue; Reentry Center and Video Visitation Center to open in April Jail remodel to include exparrded work release capacity and re-entry programing LATHE CENTER FOR HEALTH CARE SERVICES Mental Health 6 Substanceotbuse Salutlons Where hope and healing begin. Visit by Johnson County, Iowa City, Iowa and John Fitzpatrick, Tulsa, Oklahoma Tuesday, January 26, 2016 I. Arrive at Restoration Center, Entrance "A", 601 N. Frio, SA, TX 78207 9:00 AM NOTE: The RC parking lot is accessed via Haven for Hope Way, NOT N. Frio St. 11. Welcome and overview 9:00 AM- 9:30 AM Leon Evans, President/CEO, CHCS III. Film and Video: "Is Your City Over Criminalized?" and "Roll Call" 9:30 AM -9:40 AM IV. Overview of Restoration Services: Cynthia Martinez, Vice President, Restoration 9:40 AM -9:55 AM Services V. Presentation/Q&A: San Antonio PD CIT/Mental Health Unit 9:55 AM -10:30 AM Officers Jesse Trevino and Willie Kosberg; and Bexar County Sheriff's Office Mental Health Unit, Sgt. Raul Garza, Unit Supervisor VI. Break 10:30 AM -10:35 AM VII. Presentation/Q&A: Crisis Services, Sobering Unit, Detox, Mobile Crisis Outreach 10:35 AM - 11:00 AM (MCOn: Debi Minter, MA NCC LPC4 LCDC-I, Detox Clinic Supervisor VID. Presentation/Q&A: Intensive Outpatient Services (IOP) and Opioid Addiction 11:00 AM -11:30 AM Treatment OATS : Bee Courtois, LCDC, Director, Addiction Treatment Services IX. Presentation/Q&..A: Center Care Clinic, Brian Clark, PA, Assistant Medical 11:30 AM -11:50 AM Director Restoration Center X. Break 11.50 AM -12:00 Noon XI. Judge Ernie Glenn, Felony Drug Court and Mike Lozito, Bexur County Director 12:00 Noon -12:55 PM of Judicial Services XII. Break 12:55 PM— 1:00 PM X111. Tour of Restoration Center: David Pan, ACSW, LCSW, Director of Acute 1:00 PM -1:45 PM Services XIV. Travel to Haven for Hope (across the street) 1:45 PM -1:55 PM XV. Tour of Haven far Hope: David Hernandez, Sr. Director of Campus Operations 2:00 PM - 3:00 PM Guests from Johnson County Iowa: • Janelle Rettig and Rod Sullivan, Members of the Johnson County Board of Supervisors • Jessica Peckover, Johnson County Jail Alternatives Coordinator • Janet Lyness, Johnson County Attorney Ron Berg, CEO, Prelude Behavioral Services Guest from Tuba, Oklahoma: John R. Fitzpatrick, III, Candidate for Tulsa County Sheriff • Crissy Canganelii, Executive Director, Shelter House Kell Neblen, Program Director, Johnson County Crisis Center • Sam Hargadine, Iowa City Police Chief Tom Markus, Iowa City City Manager CHCS contact: Kathleen Doris, Special Projects Consultant to CHCS, ioria(a_2chcsbc.or, 210-601-0820 mobile Y' Training helps officers deal with mentally ill The San Antonio Police Department's mental health unit hosted special training for officers around the country. Just last week, Chief William McManus told Fox San Antonio how ahead of the curve the department is when it comes to helping people with mental illness. "That particular program that we do has gotten national recognition for its value and it has shown that the San Antonio Police Department is way ahead," Chief McManus said. On Friday, Fox SA got to see the unit in action as the week-long training came to an end. "Police department!" an officer yells as he knocks on the door. When first responders knock, they never know what they'll find on the other side of the door. "The doctors got all kinds of medications for me," a man says during a role-playing exercise. The role-play is part of 40 hours of crisis intervention training. "I hear these screams and I go inside and I yell, what are you looking at?" another man says during the exercise. Emergency crews are learning how to deal with people who are mentally ill, or at risk of hurting themselves or others. "We're on the map. We've been doing things right here," Ofc. Ernest Stevens with SAPD says. He's part of the mental health unit, the group hosting the training. "We want to assess them to find out what kind of risk they're at or somebody else might be at, and then determine whether or not there needs to be hospitalization or just referral for follow-up services," Ofc. Stevens says. Some of the students are from law enforcement agencies around the country. "You're only going to go back to your training, Michael Harkrider with Iowa City Police Department says. "If that training doesn't include this 40 -hour course, maybe that training's not going to kick in. Maybe the wrong training is going to kick in." Other students are local - learning how to help our neighbors get through a rough time. "Compassion toward them," Kyle Hanover with San Antonio Fire Department says. "That even though they have those issues, they're still people, of course." SAPD offers mental health training to outside agencies Officers learn to identify, handle mental health situations SAN ANTONIO - The San Antonio Police Department is hosting a special course this week, hoping to train officers from around the country on how to appropriately respond to someone with a mental health issue. The course, offered to law enforcement officers and other first responders, hopes to give attendees a better understanding of how to identify and handle a person in mental crisis. "People with an illness such as bipolar, schizophrenic, maybe they're suicidal or suffering from depression," said Jon Sabo, a mental health officer with SAPD. "When officers respond to someone in crisis, unlike years back, when we immediately just put them in handcuffs and took them to jail, now we talk to these people, we calm them down, we get them into services, as opposed to taking them to jail." Instructors say, teaching active listening skills and becoming better communicators are key in this course. "The base level of it, it's just another tool in our toolbox, but we want to make it so much more than that," said Michael Harkrider, a police officer from Iowa City, Iowa. "We want to start reaching what San Antonio has been doing, for persons with mental illness and things like that." The course is offered four times a year to officers and other first responders around the country at no charge. DRAFT COMMUNITY POLICE REVIEW BOARD IP15 MINUTES — January 20, 2016 CALL TO ORDER: Chair Melissa Jensen called the meeting to order at 5:30 P.M. MEMBERS PRESENT: Donald King, Royceann Porter (5:34 P.M.), Joseph Treloar MEMBERS ABSENT: Mazahir Salih STAFF PRESENT: Legal Counsel Ford, Staff Kellie Tuttle STAFF ABSENT: None OTHERS PRESENT: None RECOMMENDATIONS TO COUNCIL None CONSENT CALENDAR Motion by King, seconded by Treloar, to adopt the consent calendar as presented or amended. • Minutes of the meeting on 12/16/15 • ICPD Department Memo #15-27 (November 2015 Use of Force Review) • ICPD Use of Force Report — November 2015 Motion carried, 3/0, Porter and Salih absent. OLD BUSINESS None. NEW BUSINESS Community Forum — Tuttle informed the Board that they should be thinking about the upcoming Community Forum, where they would like to hold it and whether they'd like to have a discussion topic or not. The Board agreed to hold the forum at the public library, in April at 6pm and will discuss dates and topics at the next regular meeting. PUBLIC DISCUSSION None. BOARD INFORMATION None. STAFF INFORMATION None. CPRB January 20, 2016 Page 2 EXECUTIVE SESSION Motion by King, seconded by Treloar to adjourn into Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 4/0, Salih absent. Open session adjourned at 5:37 P.M. REGULAR SESSION Returned to open session at 7:13 P.M. Motion by Jensen, seconded by Treloar, to direct staff to set up a special executive session meeting for the following week, if possible. Motion carried, 4/0, Salih absent. TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS (subject to change) • February 9, 2016, 5:30 PM, Helling Conference Rm • March 8, 2016, 5:30 PM, Helling Conference Rm • April 12, 2016, 5:30 PM, Helling Conference Rm • May 10, 2016, 5:30 PM, Helling Conference Rm ADJOURNMENT Motion for adjournment by King, seconded by Treloar. Motion carried, 4/0, Salih absent. Meeting adjourned at 7:15 P.M. COMMUNITY POLICE REVIEW BOARD ATTENDANCE RECORD YEAR 2015-2016 (MeetingDate) KEY: X = TERM 12/3 12/8 12/29 2/10 3/10 4/7 4/28 5/20 6/16 7/20 9/8 10/12 12/16 1/20 NAME EXP. Melissa 9/1/16 X X X X X X X X X X X X X X Jensen Joseph 9/1/17 O/E X X X X X O/E X X X X X X X Treloar Royceann 9/1/16 X X X 1 O X X X O O/E O/E O X O X Porter Mazahir 9/1/17 X X O/E X O/E X X O/E O O X O O/E O Salih Fidencio 9/1/15 X X O/E X X O X X X X --- --- --- --- Martinez Donald 9/1/19 --- --- --- --- --- --- --- --- --- --- --- X X X King KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting --- = Not a Member DRAFT COMMUNITY POLICE REVIEW BOARD 01-28-16 MINUTES — January 25, 2016 IP16 CALL TO ORDER: Chair Melissa Jensen called the meeting to order at 6:03 P.M. MEMBERS PRESENT: Donald King, Royceann Porter, Mazahir Salih, and Joseph Treloar MEMBERS ABSENT: None STAFF PRESENT: Legal Counsel Patrick Ford and Staff Kellie Tuttle present RECOMMENDATIONS TO COUNCIL (1) Accept CPRB Report on Complaint #15-3 (2) Accept CPRB Report on Complaint #16-1 EXECUTIVE SESSION Motion by King and seconded by Treloar to adjourn into Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 5/0. Open session adjourned at 6:04 P.M. REGULAR SESSION Returned to open session at 6:17 P.M. Motion by Jensen, seconded by Treloar to summarily dismiss CPRB Complaint #15-3 and CPRB Complaint #16-1 and forward report to the City Council. Motion carried, 4/1. CPRB January 25, 2016 Page 2 TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS • February 9, 2016, 5:30 PM, Helling Conference Rm • March 8, 2016, 5:30 PM, Helling Conference Rm • April 12, 2016, 5:30 PM, Helling Conference Rm • May 10, 2016, 5:30 PM, Helling Conference Rm Motion by Treloar, seconded by King to move the February 9th to Wednesday, February 17 at 5:30 P.M. Motion carried, 5/0. ADJOURNMENT Motion for adjournment by Treloar and seconded by King. Motion carried, 5/0. Meeting adjourned at 6:21 P.M. PA COMMUNITY POLICE REVIEW BOARD ATTENDANCE RECORD YEAR 2015-2016 (Meeting Date) KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting --- = Not a Member TERM 12/8 12/29 2/10 3/10 4/7 4/28 5/20 6/16 7/20 9/8 10/1 12/16 1/20 1/25 NAME EXP. 2 Melissa 9/1/16 X X X X X X X X X X X X X X Jensen Joseph 9/1/17 X X X X X O/E X X X X X X X X Treloar Royceann 9/1/16 X X O X X X O O/E O/E O X O X X Porter Mazahir 9/1/17 X O/E X O/E X X O/E O O X O O/E O X Salih Fidencio 9/1/15 X O/E X X O X X X X --- --- --- --- --- Martinez Donald 9/1/19 --- --- --- --- --- --- --- --- --- --- X X X X King KEY: X = Present O = Absent O/E = Absent/Excused NM = No meeting --- = Not a Member COMMUNITY POLICE REVIEW BOARD REPORT OF SUMMARY DISMISSAL TO THE CITY COUNCIL Re Investigation of Complaint CPRB #16-3 Complaint CPRB #15-3, filed October 9, 2015, was summarily dismissed as required by the City Code, Section 8-8-3 (E), requiring that only those complaints which do not involve the conduct of an Iowa City sworn police officer may be subject to summary dismissal by the board; And City Code, Section 8-8-3 (A) defines a "complaint to the board" as follows: A. "complaint to the board" is an allegation of misconduct lodged against a sworn police officer ("police officer" or "officer") employed by the City of Iowa City police department, where the complained of activity occurred while the officer was acting in the capacity of a sworn police officer. Also City Code,. Section 8-8-2 (J): J. The board shall not interfere with or diminish the legal rights of sworn police officers, including those rights protected under the union contract, civil service commission, and state and federal law. DATED: January 26, 2016 (�1 COMMUNITY POLICE REVIEW BOARD REPORT OF SUMMARY DISMISSAL TO THE CITY COUNCIL Re: Investigation of Complaint CPRB #16-1 Complaint CPRB #16-1, filed January 4, 2016, was summarily dismissed as required by the City Code, Section 8-8-3 (E), requiring that only those complaints which do not involve the conduct of an Iowa City sworn police officer may be subject to summary dismissal by the board; And City Code, Section 8-8-3 (A) defines a "complaint to the board" as follows: A. "complaint to the board" is an allegation of misconduct lodged against a sworn police officer ("police officer" or "officer") employed by the City of Iowa City police department, where the complained of activity occurred while the officer was acting in the capacity of a sworn police officer. Also City Code, Section 8-8-2 (J): J. The board shall not interfere with or diminish the legal rights of sworn police officers, including those rights protected under the union contract, civil service commission, and state and federal law. DATED: January 26, 2016 cn cn (.1)