HomeMy WebLinkAbout2018-05-15 Correspondence I c.r CITY OF IOWA
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- ' COUNCIL ACTION REPOR4d(1)
May 15, 2018
Motion approving the Fire Department Strategic Plan
Prepared By: John Grier, Fire Chief
Reviewed By: Simon Andrew, Assistant to the City Manager
Fiscal Impact: N/A
Recommendations: Staff: Approval
Commission: N/A
Attachments: Strategic Plan
Executive Summary:
The Iowa City Fire Department's strategic plan was recently updated and it provides the
foundation for the department's upcoming reaccreditation review with the Commission on Fire
Accreditation International (CFAI). A requirement of CFAI is to submit the strategic plan to
the governing body for their review.
Background/Analysis:
In an effort to continue to work toward continual self-improvement, the ICFD
contracted with the Center for Public Safety Excellence(CPSE) and the University of Iowa
Institute of Public Affairs (IPA)to facilitate a method to document the department's path into
the future. This process resulted in the development and implementation of a "Community-
Driven Strategic Plan."The strategic plan was written in accordance with the guidelines set
forth in the CFAI Fire & Emergency Service Self-Assessment Manual and is intended to
guide the organization within established parameters set forth by the governing body.
Both CPSE and IPA utilized the community-driven strategic planning model to go beyond
just the development of a document—CPSE focused on soliciting community feedback from
external stakeholders, while IPA facilitated the review of programs and services by ICFD
internal stakeholders.
The ICFD 2017-2021 Strategic Plan, with its foundation based in community and membership
input, sets forth a comprehensive vision and mission statement that provides the
department with a clear path into the future. Additionally, this strategic plan identifies the
core values that embody how the membership, individually and collectively, will carry out the
agency's mission. Finally, the plan identifies goals, strategies, and action steps that will
allow ICFD to realize its vision.
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Introduction
The Iowa City Fire Department (ICFD) provides fire suppression, emergency medical services,
basic and technical rescue, hazardous materials mitigation, fire inspection, fire investigation,
public education, and domestic preparedness planning and response to the city of Iowa City.
ICFD is consistently working to achieve and/or maintain the highest level of professionalism
and efficiency on behalf of those it serves.
In an effort to continue to work toward continual self-improvement, ICFD contracted
with the Center for Public Safety Excellence (CPSE) and the University of Iowa Institute of
Public Affairs (IPA) to facilitate a method to document the department's path into the future—
this process resulted in the development and implementation of a "Community- Driven
Strategic Plan." The strategic plan was written in accordance with the guidelines set forth in
the CFAI Fire & Emergency Service Self -Assessment Manual 8th Ed., and is intended to guide
the organization within established parameters set forth by the authority having jurisdiction.
Both CPSE and IPA utilized the community -driven strategic planning model to go beyond just
the development of a document.—CPSE focused on soliciting community feedback from
external stakeholders, while IPA facilitated the review of programs and services by ICFD
internal stakeholders.
The Iowa City Fire Department's strategic plan, with its foundation based in community and
membership input, sets forth a comprehensive vision and mission statement that provides
the department with a clear path into the future. Additionally, this strategic plan identifies
the core values that embody how the membership, individually and collectively, will carry out
the agency's mission. In the following pages, the ICFD identifies its goals, objectives, and
strategies that will allow the agency to realize its vision.
ntents
the Fire Chief....................3
n izationa I Overview.............4
iunity-Driven Strategic
ing Process.......................5
ial Stakeholders...............6
Vision & Values............7
nternal Stakeholders................8
n itiatives/Goa I s ......................10
Implementation ..............21
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 2
Message from the Fire Chief
I an pleased to present the Iowa City Fire Department 2017-2021
Strategic Plan. It is both a road map for the ICFD and a guide for
identifying priorities so we can continue delivering excellent fire,
rescue, prevention and emergency medical services into the future.
This five-year plan represents our commitment to good stewardship
of the department resources funded by Iowa City residents. When
community stakeholders were surveyed during the strategic
planning process, we learned that the majority are very familiar with
and supportive of the wide range of emergency and non -emergency
services we provide.
The department had to answer three fundamental questions during
the strategic planning process: where are we now, where are we
going and how will we get there? The answers helped in developing a
that will:
framework for the plan
• Promote department policy, operational and budget decisions.
• Maintain a motived, highly trained work force.
• Encourage a work force that is representative of the diverse community we serve.
• Provide a structure to ensure oversight and management of department programs.
We are committed to reviewing our strategic plan at least annually to ensure the plan
accomplishes what it set out to do, and to making adjustments where needed. Part of our
continued success is rooted in being a flexible organization that can anticipate and adapt to
change. The plan was reviewed in May 2018 and progress updated—action steps determined
to be completed are highlighted.
In closing, thank you to all of the Iowa City Fire Department members who shared their thoughts
and ideas through surveys and planning meetings. Your feedback and participation has been
extremely valuable. Thank you also to the residents, elected officials and other key city and
community partners who participated as part of our planning process. Your input and support
helped guide us and is critical to the success of this plan.
I invite all members of the community, along with our partner agencies, to join us in
supporting this vision for the future of the Iowa City Fire Department.
Sincerely,
John M. Grier
Fire Chief
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 3
Organizational Overview
Iowa City is the county seat of Johnson County, Iowa, and the home of the University of Iowa.
The City is governed by an elected city council of seven members, of which one is elected from
within as mayor. The Iowa City Fire Department (ICFD) history is a well- documented
source of local pride. Iowa City had one of the first fire departments in Iowa, with roots going
back to 1842 - three years after the founding of Iowa City and four years before Iowa's
statehood.
Currently, the department serves approximately 74,220 residents and many visitors within
the 27.9 square -mile incorporated area of Iowa City. The ICFD provides progressive and high
quality fire, emergency medical, and technical rescue emergency services utilizing a cadre
of 64 full-time firefighters from four stations with three engine companies, one quint
company, one truck company, and a command vehicle. In addition to responding to nearly
7,000 emergency calls annually, the ICFD provides preventive services, such as fire safety
inspections of commercial and University properties, site plan reviews, and fire and
environmental safety education. The ICFD also collaborates with many other fire protection
agencies at the local, state, andfederal levels. Specialtyareas include fire investigations, the
Johnson County Hazardous Materials Response Team, and Homeland Security and Emergency
Management.
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IOWA CITY r1Kt LItF'HK I IVILIV I --)I KHI rLHIV
2017-2021 4
Community -Driven Strategic Planni
Performance Assessment
Implied within every stage of the planning process is the ability to determine progress
made toward the goals or targets set. This assessment ability is a monitoring function
that simply tracks activities. It may be as simple as a "To Do List," or as complicated as a
plan of action with milestones and performance measures. Also implied within the
planning process is the ability to measure effectiveness of the actions taken in the
conduct of the organization's business.
The Community -Driven Strategic Planning Process Outline
The specific steps of the process are as follows:
1. Define the services provided to the community.
2. Establish the community's service priorities.
3. Establish the community's expectations of the organization.
4. Identify any concerns the community may have about the organization and its
services.
S. Identify the aspects of the organization and its services the community views
positively.
6. Revisit the Mission Statement, giving careful attention to the services and
programs currently provided and which logically can be provided in the future.
7. Revisit the Values of the organization's membership.
8. Identify the Strengths of the organization.
9. Identify any Weaknesses of the organization.
10. Identify areas of Opportunity for the organization.
11. Identify potential Threats to the organization.
12. Identify the organization's critical issues.
13. Identify the organization's service gaps.
14. Determine strategic initiatives for organizational improvement.
15. Establish realistic goals and objectives for the future.
16. Identify implementation tasks for each objective.
17. Develop a Vision of the future.
18. Develop organizational and community commitment to the plan.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 5
External Stakeholder Group Findin
Community Group Findings
On November 12, 2015, a community forum was conducted by the Center for Public Safety
Excellence at the Iowa City Public Library to gathering feedback from the community.
The purpose of gathering feedback from the community runs parallel to a business collecting
feedback from its customers. The governmental entity, like the business, cannot truly operate
efficiently and effectively without understanding the true nature of expectations, concerns, and
strengths of its customer base. In government, that customer base is the constituency served.
Iowa City Fire Department (ICFD) solicited the feedback and input from a diverse demographic
representation of its population.
When analyzing the received feedback, priority and thematic approaches are used to get to the
heart of what is the most important to the community respondents. While all responses in the
raw -data form are important, the analysis brings to the forefront an understanding and focus
for the agency. It is important to note that all feedback from the community is important as it
applies to various areas of the department. The department is best served by conducting
greater internal analyses of the provided feedback to formulate future objectives and strategies
for continuous improvement.
Community Service Priorities
The rankings of the programs and services as provided by the 58 community members at the
community forum that was conducted on November 12, 2015, are as follows:
Fire Suppression 1 363
Emergency Medical Services
Technical Rescue
2 311
3 268
Hazardous Materials Mitigation 4 169
Community Risk Reduction 5 166
Domestic Preparedness Planning and Response 6 159
Fire Investigation 7 124
Public Education 8 92
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 6
Mission, Vision and Values
All Iowa City Fire Department employees are guided by our mission, vision and values. The mission is the
core purpose for why the Iowa City Fire Department exists. The vision is the description for where the
department strives to be in the future. The vision should inspire and motivate. Values are the guiding
principles for the organization. These are the essential and enduring principles.
With insight garnered during the process, the internal stakeholders reviewed the mission, vision and value
statements for current and future relevance—the mission statement remained the same, while the vision
and value statements were revised to provide a more clear picture of the department and what it aims to
be.
Our Mission
The mission of the Iowa City Fire Department is to protect our
community by providing progressive, high quality emergency and
preventive services.
Our Vision
The Iowa City Fire Department will be recognized as a national leader
in our profession and as role models in our community. We will be an
exemplary, service driven organization in providing emergency and preventive services with exceptional
leadership, state of the art resources, and a healthy, highly trained, and motivated workforce. We will stay
true to our values and inspire one another in our pursuit of excellence.
Our Values
As an organization, we uphold the following values:
Accountability: We are accountable to each other and the community we have sworn to serve.
Innovation: We encourage the advancement of our services and programs through inquiry, evaluation,
problem solving and continual improvement.
Professional Excellence: We are dedicated to the pursuit of excellence and the demonstration of high
professional standards.
Respect: We believe in the dignity of every individual and value all members of the community and
organization.
Teamwork: We are committed to a teamwork environment where every stakeholder is a valued
contributor to our success.
Trustworthiness: We embolden trustworthiness as it encompasses such qualities as honesty, integrity,
loyalty and reliability.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 7
Internal Stakeholder Group Findi
Internal stakeholder input was obtained utilizing a two-step approach designed to encourage
maximum participation in the process. First, department members were invited to complete a
brief online survey. Next, department members were invited to participate in
four group planning sessions facilitated by the University of Iowa Institute of Public Affairs.
The internal survey and work sessions served to discuss the department's approach to
community -driven strategic planning, with focus on the mission, vision, values, core programs,
and supporting services, as well as the agency's perceived strengths, weaknesses, opportunities,
and threats.
In the process of strategic planning, the following are important:
to review the department's history, culture and evolution;
to identify the current status of the department; and
to determine where and what the department desires to be in the future.
The online survey and planning sessions generated a high level of interest and participation
from all levels and assignment areas of the organization. A total of 38 personnel completed the
online survey and 31 personnel participated in the face-to-face meetings. The level of
participation and invaluable insights of ICFD members were essential in helping to develop this
quality plan.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 8
Internal Stakeholder Group Findi
The ICFD internal stakeholders identified the following core programs provided to the community,
as well as the services that enable the agency to deliver their core programs:
Core Programs
Response Community Risk Reduction Preparedness
• Fire Suppression • Public Education • Training and Education
• Emergency Medical • Fire Prevention • Natural/Man-made Incident
Services • Fire Investigation Planning
• Technical Rescue • Code Enforcement
Services • Data Collection and
• Hazardous Materials Analysis
Mitigation
Support Services
• Training
• Physical Resource Maintenance
• Human Resources
• Finance
• Information Technology Services
• City Clerk
• Public Works (Water, Engineering, etc.)
•Ambulance Service (paramedics)
• Dispatch
• University of Iowa
• IAFF Local 610
• Utilities
• Community Support Services
• Johnson County EMA
• Local, State, Federal Government
• Physical Resources
• Facilities
�• Apparatus
• Tools and Equipr
• Legal
• Neighborhood Development Services
• Law Enforcement
• Clerical—Accounting/Payroll
• Contract Services
• Medical Community
• Employee Assistance Program
• Mutual Aid
• Non-profit Organizations
• Social Services
• Family
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021
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Initiatives, Strategies and Action Steps
Critical Issues and Service Gaps
After reviewing ICFD's core programs and support services, and identifying internal strengths
and weaknesses along with external opportunities and threats, the internal stakeholders
identified the following as critical issues and service gaps of paramount importance:
Critical Issues
Staff Development—Training and Education
Human Resource—Staffing
Fire Prevention/Code Enforcement/Fire
Service Delivery—Jurisdiction and Region
Physical Resources
Inter-departmental/Inter-governmental Relations
Strategic Initiatives
Having reviewed ICFD's critical issues and service gaps, the following strategic initiatives and
goal statements were identified as the foundation for the development of strategies and action
steps:
Leadership
Develop the leadership abilities of Iowa City Fire Department employees at all levels.
Training and Education
Create a personnel development program to give all employees tools for improvement.
Health and Wellness
Provide for the health, safety and wellness of all Iowa City Fire Department employees.
Diversity
Ensure that diversity, inclusion and cultural competency are integral to the way the department
functions, both internally and externally.
Community Outreach and Partnerships
Foster community outreach and agency partnerships to strengthen department services.
Resource Management
Maintain a high quality level of service to the community through ongoing workforce develop-
ment and the maintenance and acquisition of physical resources (apparatus, equipment, facili-
ties & technology).
Fire Prevention/Public Education/Code Enforcement
Enhance fire prevention bureau and code enforcement programs.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 10
Initiatives, Strategies and Action Steps
In order to achieve the mission of the Iowa City Fire Department, realistic goals, objectives and
action steps must be established. The parameters used by the planning team in the
development of the goals, strategies and action steps included the requirements that they be:
• Aligned with the mission, vision and values of the department
• Aligned with City Council strategic initiatives
• Achievable
• Measurable
Built on consensus
As goals and strategies are management tools, they must be evaluated and updated on an
ongoing basis to identify what has been accomplished and to note changes within the
community and the organization. The attainment of a performance target should be recognized
and celebrated to provide a sense of organizational accomplishment.
The goals and strategies now become the focus of the efforts of the department. Care was
taken by the planning team to ensure that the critical needs and areas of needed enhancement
previously identified were addressed within the goals and strategies.
By following these goals and strategies carefully, the department can be directed into its desired
future. These established goals and strategies should also greatly reduce the number of
obstacles and distractions for the department and its members.
The internal stakeholders set timelines for completion of objectives supporting the goals. The
ICFD leadership team will periodically to review progress toward these goals and strategies
and adjust timelines as needs and the environment change.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 11
Human Resources Development—Leadership
Goal: Develop the leadership abilities of Iowa City Fire Department employees at all levels.
IStrategy 1:
Establish a formal Leadership Development Initiative throughout all levels of the organization.
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Action Steps
1. Develop and deliver leadership training relevant to chief and company officers with
outcomes and defined expectations.
2. Develop leadership training for all department employees with measurable outcomes and defined
expectations.
STRATEGY 2:
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Action Steps
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1. Prioritize leadership development opportunities.
2. Partnerwith professional leadership groups to provide education.
3. Incentivize the development of leadership skills as part of the promotional process.
STRATEGY 3:
Delegate decision making authority at the appropriate level in the organizational structure to
empower and include all employees.
Action Steps
1. Evaluate business processes to identify areas of authority and responsibility that can be delegated
and provide a formal report.
2. Review delegated areas of authority for effectiveness and revise policies and procedures as necessary
3. Seek employee ideas on cost reduction, service improvement, and problem -solving.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 12
Human Resources Development—Training & Education
Goal: Create an employee development program to give employees and supervisors tools
for improvement.
IStrategy 1:
Develop a comprehensive training model for all department employees.
Action Steps
1. Utilize the standing training conunittee to produce a conlprelletlsive and sequenced annual train-
ing plan that meets department and individual needs.
2. Identify and prioritize annual training to meet department identified areas of emphasis.
3. Annually evaluate the effectiveness of the plan and provide a formal report.
4. Analyze current skill sets and identify areas for cross -training and/or advancement training.
5. Institutionalize performance-based evaluation criteria for individual, company and multi -company
operations.
6. Describe a process within GP -410.02 that tracks and records completed training to ensure that all
personnel are provided the training that is required by January 1, 2018.
ISTRATEGY 2:
Deliver training that is effective, efficient, and accessible.
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Action Steps
1. Identify complementary or alternative methods for training delivery, evaluate their effectiveness,
and provide a formal report.
2. Annually evaluate the effectiveness of training delivery and provide a formal report.
3. By June 30 annually, the training division will embrace opportunities to provide training to mutual
aid departments to build response capacity and institutionalize re Crllitluent ties.
STRATEGY 3:
Evaluate and revise department policies, materials, and procedures to promote individual
employee development.
Action Steps
1. Update and consolidate policies, procedures, reference materials, and training libraries to reflect
current standards and practices.
2. Ensure that departmental policies and practices are clear, consistent and well communicated.
3. Examine the feasibility of establishing training standards and competencies related to all disci-
plines and skill sets.
4. Develop task books related to all skill sets.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 13
Training & Education (continued)
Goal: Create an employee development program to give employees and supervisors tools
for improvement.
Strategy 4:
Promote personal accountability, growth and development, and the meeting of workplace
expectations for all employees.
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Action Steps
1. Provide on-going personnel management training for supervisors.
2. Evaluate individual accountability through performance evaluations.
3. Evaluate opportunities for educational assistance programs.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 14
Health and Wellness
Goal. Provide for the health, safety and wellness of all Iowa City Fire Department employees.
STRATEGY 1:
Enhance the health and wellness of all department employees.
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Action Steps
1. Update the comprehensive health and wellness program with an emphasis on education.
2. Establish baselines for time loss to determine whether participation in a health and wellness pro-
gram reduces time loss for illness and injury.
3. Partner with other agencies to promote a holistic health and wellness program for department
members.
STRATEGY 2:
Reinforce health and safety practices to reduce safety related incidents.
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Action Steps
1. Evaluate the effectiveness of the pre -incident planning program and make recommendations for improve-
ment
2. Educate firefighters regarding their health and safety resp Oil sihilities and emphasize the im-
portance of injury prevention.
3. Support members' successful disahility rellahilitation to meet applicahle city, state, federal and fire
department standards.
4. Develop recommendations to identify, reduce, or eliminate firefighter safety hazards.
IISTRATEGY 3:
Establish and maintain programs that promote and sustain the health and wellness of all Iowa
City Fire Department members to reduce the likelihood of firefighter injury and death.
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Action Steps
1. Utilize Health and Safety advisory committee as a standing committee to direct wellness and
fitness programs.
2. In partnership with Local 610, establish performance objectives and annually evaluate the fitness
levels of all department members.
3. Annually evaluate the effectiveness of the health and wellness plan.
4. Annually evaluate the Wellness Fitness Initiative.
5. Promote ways and means for peer fitness trainers to improve firefighter health and wellness. Pre-
sent suggestions for program improvement annually.
6. Collect and record c'1I111LMI phyS1C<d SLIII1111arreS, fitlleSS aSSeSSlllellt data, alld Illjllly/a CCldellt re-
ports to identify trends and vulnerabilities for presentation at the annual Spring Planning Meeting.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 15
Diversity
Goal: Ensure that diversity, inclusion and cultural competency are integral to the way the
department functions, both internally and externally.
ISTRATEGY 1:
Ensure a workplace environment that welcomes and supports diversity among its employees.
Action Steps
1. Encourage diversity and inclusion effort at all levels of the department.
2. Increase employee awareness regarding the benefits of a diverse workforce and how to create
and maintain a culture of mutual trust and respect.
3. Provide education to ensure employee awareness of the value of diversity.
ISTRATEGY 2:
Support members in delivering services within Iowa City's multicultural community.
Action Steps
1. Provide opportunities for members to develop a high level of cultural competency in working
with multicultural communities.
2. Promote our diversity plan.
ISTRATEGY 3:
Promote the recruitment of men and women of diverse backgrounds.
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Action Steps
1. Develop and implement an ongoing, targeted recruitment effort that effectively promotes diversity.
2. Increase educational and community outreach activities to underrepresented populations in Iowa City.
3. Review the firefighter application process with the Civil Service Commission to identify barriers
to recruitment of a diverse applicant pool.
4. Encourage individuals of diverse backgrounds to seek promotions.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 16
Community Outreach and Partnerships
Goal: Foster community outreach and agency partnerships to strengthen department
services.
ISTRATEGY 1:
Promote Iowa City Fire Department's involvement in community outreach.
Action Steps
1. Develop a community outreach plan, to include regular department participation at neighborhood
and community meetings and events.
2. Each company shall annually attend a minimum of four PR events to foster healthy neighbor-
hoods and/or enhance community engagement and intergovernmental relations.
3. Prioritize established Emergency Operations time commitments to allow for community outreach.
4. Maintain a central coordinating system for tracking community outreach and report on outreach
activities on a regular basis.
5. Designate a community outreach contact for each response district/shiftwith clear expectations of
their role.
I STRATEGY2:
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Cultivate partnerships with other organizations to support department services.
Action Steps
1. Evaluate current agency partnerships for effectiveness and increased opportunity and provide a
formal report.
2. Establish a regular, frequent communication mechanism with partner agencies.
3. Create new agency partnerships where a mutually beneficial goal can be identified.
4. Utilize partnerships to solve problems, expand services, and inform decision-making.
STRATEGY 3:
Continue research to identify the opinions and priorities of the community, and their
awareness and support for current and proposed department programs.
Action Steps
1. Conduct community surveys.
2. Use survey results to better inform our community outreach efforts.
3. In partnership with Local 610, evaluate the opportunity to conduct the Fire Ops 101 program.
4. Prepare for and make application to CFAI in 2017, for accredited agency review in 2018.
5. Develop and implement a marketing and communications plan to provide a clear understanding
of agency activities and service offerings.
6. Ensure core programs meet jurisdictional and regional service delivery demands and needs.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 17
Resource Management
Goal: Maintain a high quality level of service to the community through ongoing workforce
development and the maintenance and acquisition of physical resources (equipment,
apparatus, facilities and technology).
ISTRATEGY 1:
Adopt long-term human resources and fixed facilities plans.
Action Steps
1. Ensure a thorough and comprehensive examination of the staffing and deployment analysis in the
Standards of Cover document - Training Tower, Station 3 Relocation, Station 5, Station 6.
2. Develop land acquisition and design plans.
3. Submit capital improvement program funding requests as appropriate.
4. Evaluate staffing requirements and identify funding alternatives.
5. Conduct a staffing analysis that considers the department's size, structure, skill levels and
demographics relative to community needs and national standards.
ISTRATEGY2:
Plan for longterm asset sustainability.
Action Steps
2. Maintain a vehicle replacenlent plan to ensure quality apparatus.
3. Develop a quality maintenance plan for facilities.
4. Prepare the department for an improved PnbliC PrOtectiOu UISSifiCatiOu rating by the II1SuranCe
Services Office (ISO) and request a reevaluation.
ISTRATEGY 3:
Conduct periodic evaluations of the deployment model and revise the model as needed.
Actioneps
1. Annually review and evaluate the deployment model.
2. Establish and prioritize deployment outcome objectives such as reducing response times, and op-
timizing coverage to high risk areas and target populations.
3. Compile historical data, perform trend analysis and forecast deployment workloads.
4. Develop recommendations for power staffing during peak response periods and special events.
5. Evaluate automatic -aid opportunities to enhance effective response force capabilities.
6. Adjust alarm assignments for high and special risk occupancies based upon critical task resource
requirements and the three axis risk assessment methodology.
7. Monitor and report how often and for how long all units are committed to emergency response
leaving no units available for additional calls for service.
8. Explore and recommend a method to make preplan information more accessible to incident com-
manders in the field by April 1, 2018.
9. Review programs and processes available for to assist persons requiring Community assistance.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 18
Resource Management (continued)
Goal: Maintain a high quality level of service to the community through ongoing workforce
development and the maintenance and acquisition of physical resources (equipment,
apparatus, facilities and technology).
STRATEGY4:
Effectively manage responses to non -emergency calls for efficient use of department
resources while maintaining quality service delivery.
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Action Steps
1. To enhance communication between ICFD fixed facilities and to promote organizational effec-
tiveness, network with the City's Information Technology Services department to develop a re-
placement solution for the current antiquated video conferencing system by June 30, 2018.
2. Establish a group to define non -emergency events and collect historical data to use in the
analysis.
3. SUI -Vey other ]uPlsdictlons and doCulnent alternative Stl-'ItegieS for reduClllg 11011-eulel-gellCy Calls.
4. Conduct analysis and develop a specific process to reduce non -emergency calls.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 19
Fire Prevention/Public Education/Code Enforcement
Goal: Enhance fire prevention bureau and code enforcement programs.
ISTRATEGY 1:
Adopt a long-term human capital/workforce plan.
Action Steps
1. Analyze the current program and compile a report identifying outlining the number of personnel
needed to achieve the desired level of services.
2. Identify funding opportunities to provide program sustainability.
3. Consider staffing alternatives that will meet service delivery objectives.
ISTRATEGY 2:
Improve efficiency of enforcement operations.
Action Steps
1. Evaluate current interagency shared technology and systems to improve data sharing.
2. Employ a technology based solution to make pre fire plans more accessible and more user
friendly.
ISTRATEGY 3:
Update the fire code.
Action Steps
1. Conduct community surveys.
2. Use survey results to better inform our community outreach efforts.
3. Consider greater application of permitting and permit fees to improve code compliance.
4. Review and revise local amendments to the IFC prior to the adoption cycle.
STRATEGY 4:
Develop programs for identified at -risk populations.
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Action Steps
1. Conduct community surveys.
2. Use survey results to better inform our community outreach efforts.
3. Use local data to target outreach campaigns.
4. Pursue collaborative efforts with the University of Iowa to provide on-line fire and life safety edu-
cation for incoming students.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 20
Plan Implementation
Performance Measurement—Managing for Results
As output measurement can be challenging, the organization must focus on the assessment of progress
toward achieving improved output.
In order to establish that the ICFD's strategic plan is achieving results, performance measurement data
will be implemented and integrated as part of the plan. An integrated process, known as "Managing for
Results," will be utilized, which is based upon the following:
The identification of strategic goals and objectives;
The determination of resources necessary to achieve them;
The analyzing and evaluation of performance data; and
The use of that data to drive continuous improvementin the organization.
A "family of measures" that is typically utilized to indicate and measure performance includes the
following:
Inputs—Value of resource used to produce an output.
Outputs—Quantity or number of units produced which is activity- oriented and measurable.
Efficiency—Inputs used per output (or outputs per input).
Service Quality—The degree to which customers are satisfied with a program, or how
accurately or timely a service is provided.
Outcome—Qualitative consequences associated with a program/service; i.e., the ultimate
benefit to the customer. Outcome focuses on the ultimate "why" of providing service.
The Success of the Strategic Plan
ICFD has approached its desire to develop and implement a strategic plan by asking for and receiving
input from the community and members of the agency during the development stage of the planning
process. The agency utilized professional guidance and the community -driven strategic planning
process to compile this document. The success of ICFD's Strategic Plan will not depend upon
implementation of the goals and their related objectives, but from support received from the authority
having jurisdiction, membership of the agency, and the community at -large.
The ICFD strategic plan creates a platform for a wide range of beginnings. This plan will come to life
by being shared, debated, and implemented in the context of organizational realities. The final step in
the community -driven strategic planning process is to develop organizational and community
commitment to the plan. Everyone who has a stake in the present and the future of the ICFD also has a
role and responsibility in this strategic plan.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
2017-2021 21
So TRA TEE' I C P L A NI
ki
2017-2021
05-15-18
Kellie Fruehlin9 4f(1)
From: Samuel Roth <samuel.roth@pekincsd.org>
Sent: Monday,April 30,2018 9:13 AM
To: Council
Subject: A Question for the mayor/Class project
• What can you do to prepare Iowa City citizens for the jobs of the future and prevent people
from being left behind?
ANSWER:
•
1
05-15-18
4f(2)
4/27/18
To whom it may concern,
I am writing to express my profound dismay at what was originally
advertised as "low-income housing for the elderly."
I live in Autumn Park and qualify for occupancy in this new
building on Williams St. I am 72 and I am number 661 on the city
voucher waiting list. Unfortunately, when the apartment might
become available my number may not be at the top of the list. I
have paid my $35 dollar application fee. I have seen the new
apartment that was offered about two weeks ago. Jackie, the
person showing the apartments, was very informative about the
size of the dwelling, the washer/dryer in the apartment, storage
room facilities, my probable conveniences etc. Also, she was as
generous and informative as possible.
Unfortunately, a rent of $650 plus for a single bedroom apartment
is unaffordable for myself and all of us low income individuals.
But Senior Living Apartments is close to my position, my
pharmacy, my grocery store and close to the bus stop.
Will the Iowa City Council assist in this unfortunate situation
involving me and all elderly citizens?
Sincerely,
c_,-
-n
Archie L. Greene �� F
913 Willow, #2 = -0 rn
Iowa City, Iowa 52242 " C
U7
05-15-18
Kellie Fruehling 4f(3)
From: Mary Gravitt <gravittmary@gmail.com>
Sent: Tuesday, May 01, 2018 2:21 PM
To: Council
Subject: TRASH CAN OFF THE CURB
I have a neighbor that leaves their trash container on the curb from pick-up to pick up on the 2600 block of Wayne
Avenue.
Is there any City Ordnance to force them to place their can in the driveway, or in the back yard until
the next pick up day. The container just lies on the curb and sometimes the wind blows it over
and it lies there day after day sometimes blocking the sidewalk. The house has a side drive; a
shed in the back; and a large backyard, as well as a porch.
This is unsightly and a show of disdain for the entire neighborhood.
Mary Gravitt
2714 Wayne Avenue #6
Iowa City, IA 52240
1
05-15-18
Kellie Fruehling 4f(4)
From: Tiffany Elgin <tiffjelgin@gmail.com>
Sent: Wednesday, May 02, 2018 5:23 PM
To: Council
Subject: Thank you!
Hello!
I wanted to send a quick note of thanks to all of you for including Brody in your City Council meeting last night and for
awarding him the Student Leadership Award. Brody has been on cloud nine ever since he found out from his teacher
that he won this award. He's still learning to believe in himself and this was a tremendous boost to his confidence!This
recognition has meant so much to Brody and to our family!
Also, Mr.Throgmorton,thank you so much for meeting with Brody before the meeting last night. I don't think he was
expecting to meet you personally and was so happy that he was able to meet you and shake your hand!
Until I spoke with Brody's teacher about the details of the award, I didn't even know it existed here in Iowa City. I think it
is such a wonderful thing for the City Council to do and appreciate so much that you all are recognizing our kids!!
Thank you again so very much,
Tiffany Elgin
1
05-15-18 I
GROW TO 4f(5)
REACH
ENVIRONMENTAL V
EXCELLENCE
PROj E `' GREEN
NOW
Civic Center, Iowa City, Iowa 52240
May 2,2018 o Z
The Honorable Jim Throgmorton, Mayor c-)-< i �.�
and Members of the City Council of Iowa City =tee
City Hall • rrn - M
410 East Washington Street c?XI _ 0
Iowa City, Iowa 5224074
••
c-
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RE: Proclamation of May as Project GREEN Month
Mayor Throgmorton and Members of the City Council:
Following up on our receiving your proclamation of May as Project GREEN Month at your meeting on May 1, 2018,I
would like to formally offer our appreciation for your support and recognition,
On behalf of co-founders Nancy Seiberling and Gretchen Harshbarger,past presidents Emily Rubright and Anne Hesse,
current co-presidents Cynthia Parsons and Diane Allen and the hundreds, probably thousands,of volunteers and
supporters of Project GREEN over the past 50 years,Thank you for Proclaiming May as Project GREEN Month.We are
very pleased and proud to receive this recognition.
The idea to create Project GREEN was conceived in October, 1967 in the lobby just outside the Council Chamber doors
when Nancy,Gretchen and I stopped to discuss the informational meeting about community appearance efforts around the
country that we had just attended. In just six very busy months, Project GREEN became a reality on March 29, 1968.The
continuing dedication of volunteers and supporters has resulted in 50 years of successful service to help improve Iowa
City's community appearance and environment.
To continue working toward our goals Project GREEN's 50th Anniversary Project will be the furnishing and planting of
50 large, specimen quality trees on the Ashton House grounds to improve the appearance of site, replace trees lost to
disease and decline and to demonstrate the diversity of attractive, interesting and compatible trees available for the
floodplain and edge of floodplain environment.
In the next several weeks,the results of past projects will be on display as flowering trees and shrubs along Iowa Avenue,
Highway 6 By-pass,and Melrose Avenue bloom. We hope you will take the opportunity to observe them at their peak.
Thank you again for your support and recognition. We look forward to many more years of our successful partnership
with the City of Iowa City.
il
I-
• 'VSa
.,
so-Founder of Project GREEN
05-15-18
Kellie Fruehling 4f(6)
From: Julius Perez <juper23@icstudents.org>
Sent: Monday, May 07, 2018 9:14 AM
To: Council
Attachments: My Movie 14 - Small (1).mov
Hello,This is Julius Perez and Noah Carey from SouthEast Junior High,we have made a short film on why we need
more and better Bike Lanes in Iowa City and we have attached to this email.Thank you.
This is a student email account managed by the Iowa City Community School District.
1
05-15-18
4f(7)
Kellie Fruehling
From: Mary Gravitt <gravittmary@gmail.com>
Sent: Tuesday, May 08, 2018 2:17 PM
To: Council
Subject: PROFANE LANGUAGE IN ICPL
I am a great believer in Freedom of Speech and freedom of expression, when it does not
affect and effect children in public/private spaces which are designed to cater to
them. Friday, I was in Iowa City Public Library and two "speech" incidents occurred.
On the second floor 3 young men were conversing where every other word was
Profanity. They had congregated near the head of the stairway and their voices echoed
in half the room. I wanted to say something, but I was outnumbered 3 to 1. So I went
down to the first floor intending to leave the library.
On the first floor as I exited the library proper into the lobby, I could hear a loud male
voice shouting all kinds of profanity towards what may have been his female
companion. As the entrance of the Library is through the lobby and the Children's
library is on the first floor, this is very disconcerting as well as unsettling to parents
bringing their children into ICPL. His voice and his words echoed throughout the
lobby. I did not say anything to the young man, who seemed other than cursing the
female to be occupied with manipulating his cellphone. I was outnumbered 2 to 1.
To me these incidents are a disturbance or breaching of the peace.
1
WHAT CAN BE DONE?
I think the answer to this problem does not lie with the librarians, but with the police. I
think that a temporary patrol of the public spaces of ICPL at least 4 times during the
open hours of ICPL as a show of force is required so that bad/ignorant speech behavior
will cease. I am not asking the police to take away freedom of speech, just let offenders
know that profanity violent language is bad behavior and has no place in ICPL.
What I see that is at the root of this use of profanity in public spaces is that libraries
have been off limits—closed in the inner-cities as a financial-- fiduciary practice, so that
proper library Etiquette was never developed and is alien. The library is looked upon
more like a recreation center, not as a cultural center to be enjoyed as a reasonably
quiet safe atmosphere.
Mary Gravitt
2714 Wayne Avenue #6
Iowa City, IA 52240
319.341.6230
2
05-15-18
4f(8)
Kellie Fruehling
From: Ammo Cammo <tonym0000n543@gmail.com>
Sent: Tuesday, May 08, 2018 9:27 PM
To: Council
Subject: Water Quality
Now if you have not heard Iowa's and Iowa City's water is not the cleanest. Now I don't know if you knew that it is,Out
all of the 50 states Iowa is low in water and Iowa City. Now this is an E-Mail that is not telling you that you must change
the quality of the water in Iowa City but I would like you to consider the probability that the Water is not the most
cleanest.
Thanks,
Jakob O'Toole Stepan
1
05-15-18
4f(9)
Kellie Fruehling
From: Garry Klein <garryfromiowa@gmail.com>
Sent: Wednesday, May 09, 2018 1:43 PM
To: Council
Subject: Pedestrian Traffic Fatalities
Council Members and City Manager,
As our city continues to grow upward and outward, it may be helpful to track this national trend (see link to article below)with
regard to pedestrian/vehicle fatalities which have been skyrocketing since 2009 in road and crosswalk planning. I found the
information about who is being killed and under what circumstances to be informative and especially appreciated the
infomercial from Ann Arbor's efforts to inform its citizens to make it a walker-friendly community.
https://www.freep.com/story/news/2018/05/08/pedestria n-deaths-skyrocket-suvs-share-blame/585379002/
Best regards,
Garry Klein
1
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Death on foot: Pedestrian fatalities skyrocket in U.S.
Eric I).I.awrence.Chris Woodcard.Zlati Meyer and Krish Tanner,Detroit Free Press Published 12:111 a.m.ET May 8,2018 11'pdated 11:29 a.m.ET May 8,2018
Pedestrian fatalities in the U.S. have skyrocketed 46%since 2009, creating an emerging public health crisis as
- _ researchers grasp to understand the reasons.
VAI d
The increases far outpace growth in overall traffic deaths,according to data from the National Highway Traffic
Safety Administration.
Almost 6,000 pedestrians—people who might have been out for a walk after dinner,hurrying to get to work or
(Photo Tracy Glantz/The State via rushing to cross a street—were killed by motor vehicles on or along America's roads in 2016,the latest year
AP) for which numbers are available.That's almost twice the number of deaths tied directly to the Sept. 11,2001,
terrorist attacks. Put another way, more Americans are dying each year as they walk than have died in combat
in Iraq since 2003.
The question for policy makers and others is what explains the dramatic increase.
Pedestrian deaths
The number of pedestrians killed on U.S. roadways has increased 46 percent
since the end of the Great Recession.
6,200
6,000
5,800
5,600
5,400 •
5,200 .
5,000 •'
4,800 ,��•/..
4,600 •
4,400 .�'
�
4,200 4-------- .......„-
- .
4,000 •
2009 2010 2011 2012 2013 2014 2015 2016
Pedestrians killed
SOURCE National Highway Traffic Safety Administration
r USA TODAY
NETWORK
Are phones,pot causing more pedestrian deaths?
(https://www.usatoday.com/story/money/cars/20 I 8/02/28/pedestrian-
fatalities/376802002/)
Distraction behind the wheel,texting while walking and even marijuana legalization have all been tagged as potential culprits in past research.
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In addition,a new study released Tuesday by the Insurance Institute for Highway Safety shows an 81%increase in single-vehicle pedestrian fatalities
involving SUVs between 2009 and 2016, based on federal records.
At a time when SUVs have overtaken passenger cars in new vehicle sales and automakers are shifting their production plans—Ford,for instance,
recently announced it was dropping most of its passenger car lines in the U.S.—the implications for America's most vulnerable road users,pedestrians,
could be stark.
SUVs have surpassed sedans as the best-selling
vehicle in the U.S. Annual market share:
Pickups • Sedans • Sport-utility vehicles
43%
40% 35.6%
27.5%
30% 28.9%
20% 16.3% 15.9%
10%
'07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17
SOURCE IHS Markit
George Petras/USA TODAY
David Harkey, Insurance Institute president,said one reason SUVs have an outsized impact on pedestrian fatalities has to do with their design.
"SUVs have higher front ends, and often the design for the vehicle is much more vertical than passenger cars,"Harkey said."We do think that the
number of SUVs on the roadways now and the size of the vehicles is playing some role."
The institute,best known for its video-recorded crash tests using dummies inside vehicles, has not performed such tests with pedestrian dummies to
examine the impact of SUVs versus passenger cars.
Reached for comment,a spokesman for a top auto industry advocacy group said that he was unaware of specific research on SUVs and pedestrian
fatalities,but that huge strides are being made in accident prevention.
"Safety continues to be a priority for automakers."said Wade Newton of the Alliance of Automobile Manufacturers,"and companies are working to
advance pedestrian-sensing automatic emergency braking—with some versions already on the market."
Whatever the combination of reasons,pedestrian fatalities reached 5,987 in 2016,their highest level since George H.W.Bush—the first President Bush
—was in the White House.
The USA Today Network is investigating the phenomenon of rising pedestrian fatalities,an urban problem primarily plaguing either cities with high poverty
rates or warm-weather spots such as Florida and Arizona. Our analysis so far has found that African Americans are killed at a disproportionate rate
compared with their population nationwide.
Nationally,more pedestrians die in collisions when they are jaywalking along busy arterial roads.More of those fatalities also occur at night and involve
males. Many of these crashes also involve alcohol,though federal safety researchers say that does not explain the increase. In 2016,pedestrians
accounted for 16%of traffic deaths;in 2007,that figure was just 11%,according to NHTSA.
The varying factors at play highlight a problem with many components and many unanswered questions.
"There's a lot of unknowns in this space right now,"said Jana Lynott,a senior strategic policy adviser with the MRP Public Policy Institute.
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clq/2n1R
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lettipst.
A mounted camera provided by the Tempe(Ariz.)Police Department shows an exterior view moments before an Uber SUV hit a female pedestrian on March 18,
2018.(Photo:Tempe Police Department via AP)
Urban troubles
The crisis is felt most keenly in America's cities,and its effects are nationwide.The highest rankings in 2010-16 among cities with more than 200,000
people were not just older industrial centers such as St. Louis and Newark but also in Sun Belt cities such as Phoenix, Baton Rouge, La.,and Miami.
In Detroit,which had the highest rate among larger cities, nearly a quarter of the 118 people who died in traffic crashes in 2016 were pedestrians.Despite
its troubling ranking,the city in 2016 saw improvement in its fatality numbers,which dropped after 65,000 streetlights were installed over a three-year
period.
Deadly cities
Among U.S.cities with populations of at least 200,000, Detroit has the
highest pedestrian death rate in fatal traffic crashes. Here are the top 10:
Detroit
Newark,N.J.
St.Louis
Baton Rouge,La.
Miami
San Bernardino,Calif.
Birmingham,Ala.
Tampa
Fayetteville,N.C.
Phoenix
0 5 10 15 20
Deaths per 100,000 residents, 2010-16
Free Press analysis by Kristi Tanner
SOURCE National Highway Traffic Safety Administration
(i Share •USA TODAY
NETWORK
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The dramatically increasing rate of pedestrian fatalities has caught the attention of city planners,safety agencies and researchers seeking to drill down
on why more people are dying as they walk.They are developing strategies,including suggestions for improving pedestrian infrastructure and slowing
driver speeds,for cutting those numbers substantially.
NHTSA has begun a major examination into the effect of electronic device usage on pedestrian deaths.That process could help clarify the role that
distraction,particularly connected to cell phone use,plays in pedestrian fatalities.NHTSA said no studies show'a direct link between the behavioral
effects of distraction and pedestrian crash risk,"but the agency says distraction-affected motor vehicle crashes lead to many deaths and injuries.
The Governors Highway Safety Association earlier this year suggested that marijuana legalization could be one reason for the rise,noting that the seven
states and Washington,D.C.,where recreational use of pot was legalized between 2012 and 2016 had a 16.4%increase in pedestrian fatalities for the
first half of last year,while other states saw a decline.That suggested link has drawn skepticism from some who call it hard to prove.The study also
noted the increase in cell phone usage,with the number of smartphones in active use in the U.S.increasing by 236%from 2010 to 2016.
Some cities have responded to the carnage by taking action.
New York targets drivers
In 2017,101 pedestrians were killed in New York City,the lowest number since the city began keeping that statistic in 1910.The number has dropped
45%since Mayor Bill de Blasio,who was elected In 2014,Implemented a strategy called Vision Zero,a multi-agency effort that uses engineering,
education and enforcement.Compare that with the 184 pedestrian deaths in 2013.
"We are proud of the fact that here in New York,we are,at the moment,bucking the disheartening national trend,"said Polly Trottenberg,commissioner
of the city's Department of Transportation.
Underpinning all that is lots of data,she explained.The city identified where the accidents were happening—about 10%of streets or intersections are
responsible for 50%of them—and began redesigning the roadways,using methods including installing plastic lane bollards to prevent drivers from
making sudden,sham left turns and tweaking walk/don't walk signs to change before the traffic lights do to give pedestrians several extra seconds of
crossing time.
Officials lowered the city's default speed limit from 30 m.p.h.to 25 m.p.h. and increased the number of school zones outfitted with cameras from 20 to
140.One oftcited success is Queens Boulevard,a 12-lane road in the eponymous borough,which had been nicknamed the Boulevard of Death for the
185 deaths there,138 of them pedestrians,since 1990.In 2015 and 2016,the number was zero.
Professional drivers,such as cabbies,truckers and city bus drivers,underwent special training,and a public-safety campaign worked to explain to civilian
drivers that the choices they make behind the wheel are critical.There is no similar education effort for pedestrians.
"We focus our education efforts on folks who are driving 4-ton vehicles;Trottenberg said."They're the ones who are in control of life or death."
But making these Vision Zero changes doesn't come cheaply,so other municipalities that wish to emulate New York's success didn't just happen in a
New York minute.
The city has spent more than$700 million since 2014 and has$1.6 billion allocated to use through the summer of 2022,according to the New York City
DOT.
The New York Police Department has also taken action.
The department agreed to change traffic-enforcement officers'shifts after DOT accident data showed a huge spike in serious injuries and fatalities later in
the day when Daylight Saving Time ends in the fall.Officers also wrote many more tickets for behaviors known for causing accidents,such as speeding,
failing to yield to a pedestrian,using a cell phone while driving and texting while driving—close to 685,000 in 2017,up from 7.3%in 2016 and 20.2%in
2014.
Ann Arbor effort
In Ann Arbor,a campaign is under way.
In a video being aired on local TV,an elderly man waves to a stopped driver as he crosses the street.
"If your dad was crossing,you'd stop,"a female narrator says before viewers are reminded they would do the same thing for a favorite aunt,their high
school biology teacher,even someone wearing a chicken suit because they love chickens.
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The videos are part of Ann Arbor's effort to educate drivers on the requirement to stop,not just yield,for pedestrians In crosswalks in the city that is home
to the University of Michigan.
The video launched last week as an ad on TV stations with a message that will reach not only viewers in Ann Arbor,but also in nearby Detroit.
In Ann Arbor,we stop for pedestrians at crosswalks. P...
0
Ann Arbor's crosswalk ordinance requires drivers to stop for a pedestrian if the pedestrian is still on the curb and has not yet stepped into the crosswalk.
That approach has prompted grousing from some residents who believe it encourages bad behavior on the part of pedestrians,even though the
ordinance also prohibits pedestrians from stepping in front of a vehicle that has no time to yield.
The city also has a growing network of midblock crossings—137 as of last year and 35 with enhanced warning devices,such as flashing lights,
according to a city report.Driving along some of the city's busier residential streets dotted with crosswalks,it's easy to see why some residents think that
many more of those crossings should have warning lights.The city has paired the infrastructure expansion with ticketing of drivers,which officials credit
with doubling the stoppage percentage in some cases.
Robert Kellar,a city spokesman,said Ann Arbor has no jaywalking ordinance,and he does not appear ready to recommend one.
"When pedestrians can cause the driver of a vehicle to be killed,"that might be the time for a jaywalking ordinance,Kellar said.
In Los Angeles,the focus is on making streets safer.
"If we can design our streets to protect our most vulnerable users,we can create a better environment for everybody,"said Nat Gale,program manager
for Los Angeles'Vision Zero program,noting the high number of pedestrian fatalities."What we find is our walkers are overrepresented.They represent
15%of traffic collisions,but half of deaths."
After identifying the corridors that have the highest number of deaths,the team went about finding solutions.
Some intersections,for instance,were given"walk"signals that activate before the main traffic light tums green.That way,drivers see pedestrians in their
field of vision.
Crosswalks are being made more visible.Some,for instance,get bold white stripes to make them more visible to drivers,like the Beatles on the cover of
their Abbey Road album.Pavement markers help,too.
The city also has more"scramble crosswalks,"where intersections are closed to cars entirely so pedestrians can cross however they'd like,including
diagonally.One is at Hollywood Boulevard and Highland Avenue,the intersection next to the theater where the Academy Awards are held.
Distracted pedestrians
Some cities are passing laws against walking and texting when crossing streets.
Honolulu,which had seven pedestrian deaths in 2016,is one of them.
"The hope is more municipalities will adopt similar language looking at pedestrians and vehicles,"said Council member Brandon Elefante,who led the
effort to the pass the law.
He said he got the idea after visiting a local high school where a"youth for safety"club had formed.
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5IA/7018 Padactrian loathe in AR%hatwaan 200A-1R
"They invited us to come and look at their campaign to educate their peers,who were basically telling in a crosswalk,"Elefante said.They thought a law
was needed.
The law passed,7-2,on the council.There was opposition from some people who thought it was government overreach.At first,the fines were going to
be high,up to$500 for a violation.
"We lowered it to$99"for those who violate the law three times in a year.Now,the minimum for the first violation is a minimum of$15 and maximum of
$35 for a first violation,then at least$35 and not more than$75 for the second.The third Is between$75 and$99.
The law,however,has been in a warning phase.Since it was enacted,there have been 88 violations.But they have been decreasing,so much so that by
March,only 14 were written,Elefante said.Under the law,you can hold a cell phone,you just can't use it in a crosswalk.
"It's actually millennlals who advocated and conceived a law,"he said."They are concerned about their peers.Now it is a law.
"The story and law have really taken off."
Another city that has adopted a similar law is Montclair,Calif.,a Los Angeles suburb of about 40,000.
"We're in our warning phase,our education phase,"said Jon Hamilton,director of administrative services and human resources.'We have been putting
up signage around the city,engaging with our local schools so we can get our message out to them.'
From January to April 16,however,police had issued 30 warnings.As in Honolulu,the numbers have been decreasing as the word gets out.The
youngest violator was 13 and the oldest 51.
"The feedback we have gotten has been overwhelmingly positive,"Hamilton said.
He said the law was prompted by an accident in which a woman was injured."We want to make this a pedestrian-friendly city."
Contact Eric D.Lawrence:elawrence@freepress.com.Follow him on Twitter.@ edcdlawrence(gip://www.twittercom/ ericdlawrence).
Read or Share this story:httpsJ/on.freep.com/2rsQCZp
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05-15-18
4f(10)
Kellie Fruehling
From: Kellie Knight <knightk@waterlooschools.org>
Sent: Thursday, May 10, 2018 9:08 AM
To: Council
Subject: Planting of trees
Good Afternoon,
I am a teacher at West High School. I teach Contemporary Affairs, it is an 11th grade class. We studied Climate Change
and our Carbon Footprint. The students decided that they wanted to do something to reduce West High's Carbon
footprint. The students are do a service learning project that has resulted in creating a Green Club for the High School.
We want to start a Tree Planting Program. We have selected October 10, 2018 as our Tree Planting day. The Seniors
and the Green Club will plant 10 trees consisting of 1 Breech American and 9 Tulip Trees. We would like to have one
location to plant all of the trees. The location we would like to plant on Prospect Blvd. because of the recent Ash Borer
infestation that caused the removal of many trees.
Please let me know if we can plant these trees or who we need to contact in order to get this approved.
Thank you,
Kellie Knight
Social Studies Teacher
Green Team Sponsor
1
US-15-1 ti
4f(11)
Kellie Fruehling
From: Robert Moninger <robertmoninger@mchsi.com>
Sent: Thursday, May 10, 2018 10:00 AM
To: Council
Subject: FW: Park Road Bridge to close Monday, May 14
From: Robert Moninger [mailto:robertmoninger@mchsi.com]
Sent: Thursday, May 10, 2018 9:30 AM
To: 'CityofIowaCity@public.govdelivery.com'
Subject: RE: Park Road Bridge to close Monday, May 14
What is the projected date for the first student party on top of the bridge arches?
Bob
From: City of Iowa City [mailto:CityofIowaCity@public.govdelivery.com]
Sent: Wednesday, May 9, 2018 11:10 AM
To: robertmoninger@mchsi.com
Subject: Park Road Bridge to close Monday, May 14
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City of IOWA Cinir
FOR IMMEDIATE RELEASE
Date: 05/08/2018
Contact: Melissa Clow, Special Projects Administrator
Phone: 319-356-5413
Park Road Bridge to close beginning Monday, May 14
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ICGOV.ORG/E•SUBSCRIPTIONS
The existing Park Road Bridge will close to all vehicles and pedestrians on Monday, May 14, 2018.
Park Road will close from the Dubuque Street intersection to just west of the Lower City Park and
East Hancher Access Drives. Crews will work to tie the new Park Road Bridge into Dubuque Street
and Park Road. The critical closure will last approximately 96 days, extending through Friday,
August 17. Detours will be posted and Dubuque Street will remain open to through traffic.
Construction Schedule
The bridge closure will last longer than previously planned in order to accelerate the larger
construction schedule. This includes elevating the northbound lanes of Dubuque Street and work on
Park Road prior to Iowa City's RAGBRAI overnight stop on July 27, which will bring thousands of
cyclists and support crews to the area. Additional work occurring during the extended closure is
anticipated to reduce the construction schedule for the remainder of the project.
Access During Construction
Access to Hancher Auditorium, Upper and Lower City Parks and City Park Pool will remain open.
People should use Riverside Drive and Park Road from the west. The East Hancher Access Road
is expected to be closed until July 24 when preparations for RAGBRAI are complete.
Access to Mayflower Residence Hall, homes and apartments adjacent to Dubuque Street will be
maintained through the remaining construction. Additional information will be provided as
construction progresses north of Park Road and work is completed.
Pedestrian Detours
2
Pedestrians and bicyclists crossing the Iowa River will be detoured to the Hancher Pedestrian
Bridge. Those walking and cycling Dubuque Street, between Foster and Park Road, should
continue as they currently do, but will need to pay attention to signs with increased construction
activity at the intersection of Dubuque Street and Park Road.
Transit Impact
The Manville Heights bus route will be split into two routes that run independently of each other
during weekday service for customers traveling to and from the Peninsula or Manville Heights
neighborhoods to Downtown and the UI North Hospital complex. Night and Saturday routes will not
change. Maps and schedules are available online at icgov.orq/busSchedules.
Vehicular Traffic
Detours will be posted for Park Road Bridge. Drivers are encouraged to use alternate routes and
allow extra travel time as delays will occur. Updates will be provided as traffic patterns change. As
always, use caution when traveling through construction areas.
Project Updates
The Iowa City Gateway Project is a flood mitigation effort that is elevating Dubuque Street while
raising and replacing the Park Road Bridge. To receive project updates, sign up for City of Iowa City
e-subscriptions and follow the City of Iowa City on Facebook and Twitter using#ICGateway. To
learn more about the project, visit icqov.orq/gatewayprolect.
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3
05-15-18
rte:-1 , -ca CITY OF IOWA CITY 4812)
k MEMORANDUM
Date: May 8, 2018
To: Geoff Fruin, City Manager
From: Jason Havel, City Engineer 31
Re: Competitive Quotation Results
Water Park Trail Connection
Competitive quotations for the Water Park Trail Connection were opened on April 26,
2018 and the following quotes were received:
Feldman Concrete Dyersville, IA $ 56,634.78
JDA Construction Marshalltown, IA $ 56,682.90
All American Concrete West Liberty, IA $59,127.10
Dickinson Excavating Riverside, IA $64,656.85 '
CAJ Enterprises West Branch, IA $73,878.20
Calacci Construction Iowa City, IA $75,643.60
Connerley Construction Cedar Rapids, IA Non responsive bid
Engineer's Estimate $70,700.00
The project involves the installation of a 10' wide PCC trail at the City of Iowa City Water
Treatment Plant. Public Works and Engineering recommended and the City Manager
awarded the contract to Feldman Concrete of Dyersville, Iowa. The project will be
funded with Water revenue funds.
r 1 CITY OF IOWA CIT ,
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COUNCIL ACTION REPO
May 15, 2018
Install (1) "Stop" sign on the northeast corner of the entrance/exit to Scott
Park at the intersection with south Scott Boulevard.
Prepared By: Emily Bothell; Senior Transportation Engineering Planner
Reviewed By: Kent Ralston; Transportation Planner
Tracy Hightshoe; Neighborhood & Development Services Director
Fiscal Impact: No impact
Recommendations: Staff: Approval
Commission: N/A
Attachments: None
Executive Summary:
As directed by Title 9, Chapter 1, Section 3B of the City Code, this is to advise the City Council
of the following action.
Pursuant to Section 9-1-3A (5); Install (1) "Stop" sign on the northeast corner of the
entrance/exit to Scott Park at the intersection with south Scott Boulevard for westbound
motorists.
This action was requested by the Parks Department and is being taken to assign the right-of-
way at the intersection.