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HomeMy WebLinkAboutStrategic Plan Final Report May 20222020-2021 May 2022 Strategic Plan Summary Report March 2022 Contents 3 Introduction and Overview Iowa City’s Strategic Plan Goals 3 Executive Summary 4 COVID-19 Pandemic 4 Black Lives Matter (BLM) Movement and Systemic Racism 5 7 Strategic Plan Accomplishments Advance Social Justice, Racial Equity, and Human Rights 7 Demonstrate Leadership in Climate Action 10 Strengthen Community Engagement and Intergovernmental Relations 13 Invest in Public Infrastructure, Facilities, and Fiscal Reserves 15 Foster Healthy Neighborhoods and Affordable Housing Throughout the City  18 Enhance Community Mobility for All Residents 21 Promote an Inclusive and Resilient Economy Throughout the City 24 Cover image: Windsor Ridge Park, Iowa City Strategic Plan Summary Report March 2022 The City Council’s 2020-2021 Strategic Plan intends to foster a more inclusive, just and sustainable Iowa City by prioritizing the physical, mental and economic well-being of all residents. City Council members are, from left: John Thomas, District C Megan Alter, At-Large, Mayor Pro Tem Laura Bergus, At-Large Janice Weiner, At-Large Bruce Teague, At-Large, Mayor Pauline Taylor, District A Shawn Harmsen, District B Janice Weiner, At-Large Iowa City’s Strategic Plan Goals Iowa City City Council’s 2020-2021 Strategic Plan goals include: Advance social justice, racial equity, and human rights Demonstrate leadership in climate action Strengthen community engagement and intergovernmental relations Invest in public infrastructure, facilities, and fiscal reserves Foster healthy neighborhoods and affordable housing throughout the City Enhance community mobility for all residents Promote an inclusive and resilient economy throughout the City The City regularly posts Strategic Plan updates on its website at icgov.org/StrategicPlan. PAGE 4 Strategic Plan Summary Report May 2022 Executive Summary March 10, 2020 kicked off the City Council’s strategic planning process for 2020-2021. Just a few days before, the first COVID-19 cases in the state had been confirmed in Johnson County and a few days later, the nation would experience an unprecedented shutdown that disrupted all levels of households, businesses, non-profits, and governments. By June 2020, when the City Council formally adopted the 2020-2021 Strategic Plan, Iowa City was also navigating racial justice demon- strations and calls for police reform in response to the murder of George Floyd. Not only was a considerable amount of time, attention, and resources diverted to these two major events over the past two years, but substantial progress was made on each of the City Council’s 2020-2021 Strategic Plan Objectives. This success is a direct result of the dedication and passion of the City Council, City staff, community partners, and the public. COVID-19 Pandemic The global COVID-19 pandemic has caused continued disruptions in nearly all City operations in some way. In response to these far-reaching impacts, some of the key actions taken by the City include: • Developing innovative and flexible service models to ensure residents could continue to access critical City services safely and without disruption and find new ways to participate in City-sponsored programming from their homes. • Disseminating consistent and accurate public health information, masking requirements, and public and private facility and service changes. • Providing free masks, face shields, and hand sanitizer to non-profit organizations. • Assisting in hosting vaccine clinics and participating in regional response and recovery activities. • Temporarily suspending the City’s water shut-off policy and late fees, offering payment plan options to aid households in addressing delinquent accounts, and delaying a scheduled water rate increase for one year in recognition of household financial pressures. • Investing approximately $1 million in housing assistance programs including eviction prevention, rent and utility assistance, and support for homelessness services; $536,532 in grants for non-profit agencies to provide services in response to the pandemic; and $448,678 in small business assistance. • Holding extensive public input sessions on use of the City’s entitled American Rescue Plan Act funds to respond to the COVID-19 pandemic. PAGE 5 Strategic Plan Summary Report March 2022 Black Lives Matter (BLM) Movement and Systemic Racism Widespread racial justice demonstrations swept the country throughout the summer of 2020 and led to transformative commitments in Iowa City to restructure the police department toward community policing and take other steps to dismantle systemic racism in our community. Work began with the City Council approving a 17-point resolution of actions that included establishing a Truth and Reconciliation Commission, exploring changes to the Community Police Review Board, and developing a plan to restructure the police toward community policing. Substantial progress has been made on several of these fronts, including: • Developing a plan to restructure the police towards community policing using a continuum of responses including prevent, divert, co-respond, and stabilize and connect. • Establishing an Ad Hoc Truth and Reconciliation Commission. • Completing an independent investigation of the June 3, 2020 BLM protest incident with recommendations for improving future operations. • Approving Juneteenth as an official City holiday. • Offering multiple trainings and educational opportunities for the community at no cost on topics Following the death of George Floyd in May 2020, protesters took the the streets of Iowa City to support the Black Lives Matter Movement. The Oracles of Iowa City. Created by Antoine Williams and Donté K. Hayes, in partnership with Public Space One and the Center for Afrofuturist Studies PAGE 6 Strategic Plan Summary Report May 2022 Joah Seelos, Mental Health/Law Enforcement Liason Introduction and Overview: Black Lives Matter (BLM) Movement and Systemic Racism such as implicit bias, white privilege, and cultural competency. • Updating several Iowa City Police Department General Orders (G.O.), including revised crowd control policies, banning the use of chokeholds, and enhanced reporting requirements related to the Body Cameras and In-Car Recorders G.O. • Budgeting a $1 million set-aside for racial justice initiatives. • Signing a Duty to Intercede MOU with five area law enforcement agencies and completed department-wide Active Bystander for Law Enforcement (ABLE) training. • Honoring Black lives through the renaming of a public park in honor of James Alan McPherson and installation of the Oracles of Iowa City mural on the Capitol Street Parking Ramp. • Adding several civilian positions both within the ICPD and in partnership with social service agencies including replac- ing one full-time officer with a civilian Victim Support Specialist, partner- ing with Shelter House to jointly fund a new Street Outreach & Engage- ment Specialist, partnering with CommUnity and Foundation2 to hire a mental health liaison, hiring a new civilian Community Outreach position focused on the immigrant and refugee population, and hiring a full-time Public Safety PIO to enhance transparent communications. • Adopting an Unbiased Policing Ordinance. • Receiving a First Amendment analysis from the City Attorney’s Office to guide future decision-making. • Implementing improvements to the Community Police Review Board; including amending the CPRB Ordinance to expand the Board to seven members, lengthen the time allowed to file a complaint, and allow the complainant to respond to the Police Chief’s report; and improving outreach and access through a new digital webform, approving an outreach budget for the CPRB, and printing CPRB information on police officer business cards. • Publishing additional budgetary and calls-for-service information online and initiated a redesign of the City’s public safety website pages. • Investing in expansion of the community’s mobile crisis outreach services using American Rescue Plan Act funds. Creekside Park was renamed after University of Iowa professor James Alan McPherson, the first African-American writer to win the Pulitzer Prize for fiction. PAGE 7 Strategic Plan Summary Report May 2022 Advance Social Justice, Racial Equity, and Human Rights Ensure City progress towards increasing diversity of staff in a manner that is reflective of community demographics The City continues to strive for increasing the diversity of City employees to be more reflective of the community demographics. The City’s 2020 Racial Equity Report Card showed a slight improve- ment in the ratio of white and non-white City employees. Several actions have been taken to continue to improve City staff diversity: • An updated City employment promotional flyer was shared with over 300 organizations and local contacts. Materials were translated into Spanish, French (Africa), Arabic, and Swahili. • A Staff DEI Committee was established and is charged with fostering an inclusive and welcoming work environment through peer education, enhanced DEI training opportunities, and hosting special events designed to celebrate and recognize diversity. • Following a report on diversity within City employment in August 2020, several DEI initiatives were implemented into City recruitment, hiring, and retention practices, including: »Requiring all interviews to include at least one question on diversity, equity, and inclusion. »More consistent data collection on how candidates learn about positions. »Providing hiring managers with current employee demographics at the beginning of the hiring process as well as post-hire recruitment analysis reports. »Providing candidates with interview prep time prior to the start of an interview. »Providing candidates with “Interview Tips for Success” when scheduling interviews. »Incorporating DEI evaluation criteria into employee performance evaluations. »Requiring all City positions to be posted externally, eliminating internal-only hires and expanding the pool of applicants and opportunities. PAGE 8 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Advance Social Justice, Racial Equity, and Human Rights Complete the phased effort to raise the minimum wage for temporary employees to $15.00 per hour by July 1, 2021 Adoption of the FY22 budget approved a wage increase for all hourly employees to a minimum of $15 per hour, which became effective July 1, 2021. Over the preceding two years, the City had incrementally increased hourly employee wages by $1.75 per hour to achieve the $15 per hour minimum wage goal. The estimated annual recurring cost of this new minimum wage level is approximately $952,000 per fiscal year. Continue emphasis on human rights-based training for City employees, boards and commissions, and the community • The Office of Equity and Human Rights provides and partners to provide a significant number of training and educational opportunities throughout the year. Recent examples include: »Annual Fair Housing Training, including segments on assistance animals and implicit bias geared towards property managers »Implicit Bias Training for Board and Commission members »Free screening of ‘White Privilege 101: Getting in on the Conversation’ »Cultural Proficiency Training by Dr. Eddie Moore for City and County staff »LGBTQ 101 and Best Practices training and LBGTQ Bias panel »Expungement and Employment Barriers Resource Clinic »School-to-Prison Pipeline training series »Disability awareness training »Summer Implicit Bias Series »Power and privilege, diversity and leadership, and microaggressions training series »Various Know Your Rights training throughout the year $15 MINIMUM WAGE for temporary employees PAGE 9 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Advance Social Justice, Racial Equity, and Human Rights • Other City departments and divisions also offer educational programming and events on social justice, racial equity, and human rights issues. For example, the Senior Center has offered training programs on racial equity and white privilege, Braille training, and inter- cultural presentations. The Library has offered trainings on implicit bias in housing policy and realtor practices, critical race theory, and LBGTQ+ issues. • Over 150 City employees participated in the United Way of East Central Iowa’s 21-Day Equity Challenge. • The City sponsors several partner trainings and events throughout the year including National Black Voter Day, the NAACP’s annual Iowa Summit on Criminal Justice and Racial Disparities, and a Humanize my Hoodie Event in January 2021. Establish priorities and ensure resources for increased access and translation of critical City messages • Recently, the City Manager’s Office and Communications Division developed Translation Guidelines and disseminated to City staff to help guide and prioritize effective and equitable translation of critical City messages and materials. • Additionally, in recent years, annual operat- ing budgets have included sufficient funding for translation of critical City messages. Continue partnerships with community organizations through the City’s Social Justice and Racial Equity grant program • The City has continued to fund the Social Justice & Racial Equity Grant Program annually at $75,000 and continues to receive a high level of interest and participation in this program. The Fiscal Year 2023 Budget recommends increasing funding for the SJRE Grant Program by $25,000, bringing the total to $100,000. • Regular updates about Social Justice and Racial Equity activities, including quarterly reports and a monthly newsletter can be found at icgov.org/SJRE. Strategic Plan Accomplishments: Advance Social Justice, Racial Equity, and Human Rights PAGE 10 Strategic Plan Summary Report March 2022 • Additional $1 million set-aside for social justice and racial equity initiatives through June 2020 BLM resolution Develop a coordinated effort across City departments to expand social and recreational programming for special populations • Several departments and divisions have enhanced social and recreational program offerings for underserved populations and populations with unique needs. Some examples include: »The Senior Center also consistently offers social and wellness programming geared towards persons managing specific conditions, such as dementia, Parkinson’s, arthritis, and blindness. »The Library implemented bi-lingual story times for children. »Parks and Recreation has more than doubled the number of free neighborhood parks events during summer 2021. ICPL display case Demonstrate Leadership in Climate Action Adopt and begin implementation of the Accelerating Iowa City’s Climate Actions Report Several actions have been completed and more are underway or in the preparation stage of implementation. Staff report bi-monthly on progress and updates are available at icgov.org/ClimateAction. PAGE 12 Strategic Plan Accomplishments: Demonstrate Leadership in Climate Action Track and effectively communicate progress toward reaching the Intergovernmental Panel on Climate Change’s (IPCC) carbon emission reduction targets adopted locally by the City Council in 2019 Iowa City’s goal to achieve a 45% reduction in community-wide greenhouse gas emissions by 2030 was achieved in 2020. PAGE 13 Strategic Plan Summary Report May 2022 Strengthen Community Engagement and Intergovernmental Relations Initiate a redesign of the City’s website A firm has been selected to lead the City’s website redesign process and a kick-off meeting was held in February 2022. Communications staff continue to work with departments and divisions to audit and revise page content and identify improvements. Internal and external stakeholder input processes began in March 2022 and the new website is expected to launch by spring 2023. Pursue creative engagement techniques with a focus on reaching diverse populations and neighborhoods • Equitable outreach and engagement efforts have been grounded in meeting diverse populations where they are in order to disseminate City messages and hear from these individuals. For example: »2020 ClimateFest was held as a weeklong event to ensure activities took place in different geographic areas of the city, which increased opportunities for various neighborhoods to participate more easily. »Various public input efforts to inform the development of the Recreation Facility Master Plan, an updated Affordable Housing Action Plan, and American Rescue Plan Act spending priorities were conducted using a variety of platforms (online and in-person), across a variety of events (Farmer’s Market, Party in the Park, etc.) and through focused stakeholder groups in collaboration with community partner agencies, such as Open Heartland. • In some cases, the pandemic accelerated more creative and innovative outreach and engagement. For example: During the Willow Creek Park Climate Fest on Sept. 24, 201, visitors were invited to provide public input for the Gather Here Recreation Master Plan. PAGE 14 Strategic Plan Summary Report May 2022 Joshua Dabusu, The Iowa City Police Department’s first Immigrant and Reugee Communicy Outreach Assistant Strategic Plan Accomplishments: Strengthen Community Engagement and Intergovernmental Relations »The Senior Center has been providing a robust line-up of online programming throughout the pandemic to safely sustain engagement of the community’s older adults. The Center also provided extensive technology support to help seniors build technology skills and stay connected with the many aspects of life that moved online in 2020-2021, such as attending church services, grocery shopping, and checking out library books. »In 2020, the City Council held six listening posts on policing and systemic racism. Small Groups of individuals were able to safely spread out in parks and community gathering spaces to share comments with Council. • In March 2020, the City Council approved a half-time Outreach and Engagement Specialist position in the Communications Division of the City Manager’s Office and the position was hired in May 2022. The position will assist with more equitable outreach and engagement in neighborhoods and through other community organizations. • The hiring process is completed for a new civilian community outreach position within the Iowa City Police Department focused on the immigrant and refugee population. Work collaboratively with other local governments and strengthen ties with our state and federal elected delegation • City Council has adopted annual legislative priorities each year prior to the start of the State legislative session. Throughout the session, staff are engaged with our elected delegation to advance these priorities and share how filed legislation will impact our community. • The City Manager’s Office has also worked closely with our federal legislative offices to communicate priorities and impact as COVID relief legislation and infrastructure legislation has passed. • Over the course of the pandemic, collaboration between entities has been essential. Teams of staff from each municipality, Johnson County Emergency Management Agency operations, area non-profits, health organizations, and state and federal elected officials have continued to PAGE 15 Strategic Plan Summary Report March 2022 Strategic Plan Accomplishments: Strengthen Community Engagement and Intergovernmental Relations communicate and coordinate supplies, actions, and messaging on a daily to weekly basis. The Project Better Together coalition has collaborated to launch several pandemic-related programs and are currently engaged in a visioning process to identify how inter-agency collaboration can continue to be leveraged beyond the pandemic. • Completion of the Iowa City Area Transit Study was a result of significant collaboration between Iowa City, Coralville, and the University of Iowa. Resulting fare changes implemented in 2021 aligned Iowa City and Coralville’s fare and transfer policies to improve rider experience between transit systems. • Iowa City joined Johnson County and several community and regional partners in celebrating the opening of the Guidelink Access Center in 2021. Through the support of Iowa City and many other sponsors, Guidelink is a critical resource for individuals in need of crisis stabiliza- tion, sobering services, detoxification, or referrals to other agencies and providers. The Iowa City Police Department works closely with Guidelink to connect individuals in need and reduce the number of calls for service that end in ER-visits or arrests. Governor Kim Reynolds visited the Guidelink Access Center in Iowa City in February of 2021. Invest in Public Infrastructure, Facilities, and Fiscal Reserves Carefully prepare for significant financial challenges projected during the final years of State property tax reform mandates through FY 2024 • Elimination of the backfill and lower rollback rates have compounded the fiscal impacts of the 2013 property tax reform. Prudent financial decisions in recent years, such as building up facility reserve funds, have prepared the City to weather these impacts. However, continued financial prudency will be required, particularly through the next couple of years. • Aaa Moody’s Bond Rating maintained (May 2022) Aaa Moody’s Bond Rating Maintained May 2022 PAGE 16 Strategic Plan Summary Report March 2022 Strategic Plan Accomplishments: Invest in Public Infrastructure, Facilities, and Fiscal Reserves Strive to continue to reduce the City’s overall property tax rate The City has reduced the overall property tax rate for the last 11 years. This has been possible through prudent debt strategies. However, looking ahead, the City anticipates the property tax rate will remain stable at the rate adopted through the FY23 budget. $15.77 FY 2021 Tax Levy Rate Evaluate Local Option Sales Tax (LOST) and other alternative revenues that may be needed to achieve Iowa City’s strategic objectives and reduce reliance on debt and property taxes • Federal pandemic relief funds have provided opportunities for the City to expand assistance programs and make other transformative investments. • Long-term financial stability will likely require alternative revenue sources and LOST remains one of the remaining untapped revenue sources available to Iowa City, aside from bonding and increasing property tax rates. • LOST remains an option for discussion in the coming years, particularly as one-time federal relief dollars are exhausted, and the most impactful years of the state property tax reform are phased in. Develop a long-term plan to improve the pavement condition of City streets • The City completed a Pavement Management Plan and presented the report to City Council in March 2021. • Significant resources continue to be dedicated to major street reconstruction projects and the annual asphalt overlay program: »Major pavement condition projects completed in the last two years or with ongoing construction: Muscatine Avenue, Clinton Street, First Avenue, Jefferson Avenue, Melrose Avenue/IWV Road, 2nd Avenue Bridge, Orchard Street, and A residential crosswalk gets a fresh coat of paint PAGE 17 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Invest in Public Infrastructure, Facilities, and Fiscal Reserves American Legion Road. »Upcoming pavement condition projects in next five years: Benton Street Rehabilitation, Rochester Avenue Reconstruction, Fairchild Street Reconstruction, Dubuque Street Reconstruction, Court Street Reconstruction, Gilbert Street Bridge Replacement, Park Road Reconstruction, Taft Avenue Reconstruction, Dodge Street Reconstruction, and the Market and Jefferson Streets Two-Way Conversion. Example of 'Very Good' pavement conditions in Iowa City Example of 'Fair' pavement conditions in Iowa City Initiate physical and financial planning efforts to modernize and expand critical public facilities • The City has built a facility reserve fund with a fund balance of approximately $13 million. • Upcoming facility priorities: »Fire stations: At the end of 2020, the City closed on land purchases for the future sites of fire stations #3 and #5. Design funds for both stations have been budgeted in 2026 in the current CIP. »Recreation: A Recreation Facility Master Plan is underway, and the final version is expected to be completed by summer 2022 with recommended priorities for investing in athletic field, aquatic, and recreation facilities. Renovation of City Park Pool is planned for 2024 in the City’s Capital Improvement Program. »Senior Center: An Accessibility Study and Master Plan is nearing completion on a space needs study and master plan that will guide the next few years of budgeted priorities. Funding for exterior facility improvements have been budgeted for 2022 in the current CIP and interior improvements are budgeted for 2024-2025. »Transit and Equipment: The City has identified a portion of the existing Public Works campus to accommodate construction of a joint Transit and Equipment Facility. The City is actively pursuing federal funding opportunities to support replacement of the transit facility and funding has been programmed in 2024 of the current CIP. PAGE 18 Strategic Plan Summary Report March 2022 2022 Iowa City Affordable H ousing AA CC TT II OO NN PPLL AA NN »Police: Facility needs and location study for the Police Department will be pursued in 2022-2023. »Landfill: An Iowa City Landfill Master Plan process is underway, and the 2022 CIP includes funding to replace the Landfill equipment storage facilities. Consider establishing a cost of development framework that can help guide decisions on how best to accommodate future growth • This item remains on the City Council’s Pending Work Session List. Foster Healthy Neighborhoods and Affordable Housing Throughout the City  Identify new efforts to expand and adapt the City’s affordable housing and neighborhood improvement strategies to meet long-term needs throughout the community An updated Affordable Housing Action Plan was delivered to City Council in Spring 2022 for Council consideration. To view the proposed plan and related information, visit www.icgov.org/AffordableHousing. Consider and adopt the South District form-based code and ensure it can be adapted to other parts of Iowa City • On October 5, 2021, the City Council adopted an amendment to the South District Plan that creates new goals, policies, and land use designations that align with form-based principles. • On November 16, 2021, the City Council adopted an amendment to the zoning code to create new form-based zones and standards. This amendment also included changes to Title 14 and Title 15 to ensure consistency with the new form-based zones. Strategic Plan Accomplishments: Invest in Public Infrastructure, Facilities, and Fiscal Reserves PAGE 19 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Foster Healthy Neighborhoods and Affordable Housing Throughout the City  • In winter 2021, the City solicited grant applications for funding to assist with design and engineering of future development projects in the South District Form-Based code planning area. One application was submitted and was awarded $30,000. • Planning efforts are underway to apply the form-based code framework to a future west side growth area. Continue implementation of the Parks Master Plan and complete an accompanying Recreational Facilities Master Plan • Parks Master Plan projects com- pleted or initiated in the last two years: Playground and shelter con- struction at Wetherby, Willow Creek, Fairmeadows, Scott, Glendale, Napo- leon, and Lower City Parks. Ecological restoration at Hickory Hill Park, Terry Trueblood Recreation Area, and Whis- pering Meadows Wetland. Additionally, ADA and pathway improvements have been completed at multiple parks. • Upcoming Parks Master Plan projects: Playground and/or shelter construction on the Pedestrian Mall and at Chadek Green, Whispering Meadows, and Court Hill Park. ADA improvements at Harlocke Hill Park, Oak Grove Park, and Ryerson Woods. • A Recreation Facility Master Plan is underway, and the final version is expected to be completed with priority facility investments in summer 2022. Recommendations are expected to address, among other things, ADA compliance issues, investments in aquatics facilities, recreation centers, and athletic fields, and program offerings for all ages and abilities. Monitor and report biannually on building and rental permit trends in the former rental cap neighborhoods • Neighborhood and Development Services issued their first 2021 Neighborhood and Develop- ment Services Annual Report, which includes statistics on building and rental permit trends. A 3D rendering depicts the final design of the playground in the heart of Iowa City’s Pedestrian Mall downtown. PAGE 20 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Foster Healthy Neighborhoods and Affordable Housing Throughout the City  The City started tracking the number of rental permits for single family and duplex dwellings in University impacted neighborhoods in November 2017. As of June 2020, there has been a total addition of 79 rental permits in the University Impact Area since November 2017, representing a 3.4% increase, an average increase per neighborhood of 0.6%. Support neighborhood activities and improvements that create vibrant, creative spaces and inspire a sense of place and community • The City continues to contribute financial and physical resources for placemaking and commu- nity gathering. Some recent examples include: »Partnership with the Iowa City Downtown District for the installation of the Creos Loop interactive public art structures throughout the downtown pedestrian mall. »Partnership with FilmScene to build an outdoor cinema in Chauncey Swan Park to host free movie screenings and other community events incorporating film. »Support for downtown street and sidewalk cafes, including waiving café fees during the COVID-19 pandemic and approving a permanent seasonal closure of N. Linn Street to provide additional seating and gathering spaces in the Northside Marketplace. »Sponsorship of various public art programs, including a community-painted mural on the Resource Management building and new sculpture installations at Riverfront Cross- ings Park, Terry Trueblood Recreation Area, and Mercer Park. Volunteers helped paint a colorful new mural, designed by artist Erika Danner, on the City’s Resource Management building during Climate Fest 2021. PAGE 21 Strategic Plan Summary Report May 2022 Enhance Community Mobility for All Residents Continue implementation of the City’s Bicycle Master Plan and pursue Gold Bicycle Friendly Community status from the League of American Bicyclists • In pursuit of Gold Bicycle Friendly Community status, the City has made rapid progress on implementing the Bicycle Master Plan. »Recently completed projects (since 2020): +Muscatine Avenue (Burlington to Iowa) – bike lanes +Burlington Street – bike lanes +McCollister Boulevard – road project with bike lanes and sidepath +Foster Road – road project with bike lanes and sidepath +New bike box installations at Jefferson & Dodge, N. Governor & Market, and Madison & Burlington »Upcoming or ongoing projects: +Keokuk Street (HWY 6 to Sandusky) – 4-to-3 lane conversion with bike lanes +S. Gilbert Street (Southgate to McCollister) – 4-to-3 lane conversion with bike lanes +Southgate Avenue (Keokuk to Gilbert) – bike lanes +W. Benton Street (Mormon Trek to Greenwood) – road project with bike lanes +Rochester Avenue (1st to Montrose) – road project with bike lanes +American Legion Road extension – road project with buffered bike lanes and sidepath +Madison Street (Burlington to Iowa) – 4-to-3 lane conversion with bike lanes +Market/Jefferson Streets – existing bike lanes upgraded to buffered bike lanes +Emerald Street – bike boulevard +Arlington Street – bike boulevard +Oakcrest Avenue – bike boulevard +Series of bike boulevards in South District Neighborhood +Highway 6 – trail extension (Heinz to Fairmeadows) Burlington Street bike lane PAGE 22 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Enhance Community Mobility for All Residents Complete the Iowa City Area Transportation Study, pursue recommended changes, and evaluate implementation outcomes, to ensure community needs are met by system changes • The City has completed its transit study and presented recommendations to City Council in October 2020 and the City Council approved the Iowa City Area Transit Study Plan and recommended changes on June 1, 2021. • Beginning in July 2021, changes to fare and transfer policies were made effective which streamlined rider- ship between Iowa City Transit and Coralville transit, made transferring easier, and reduced or eliminated fare costs for certain riders. • Route and fare changes were implemented in August 2021 and featured modified or consolidated routes with more frequent weekday service and increased weekend service, among other features. More infor- mation is available at: icgov.org/ TransitStudy. • Planning for the next phases of transit improvements is focused upon low-income fare free policies, pilot Sunday service, and late-night on-demand service. • January 2022 marked the rollout of the City’s first four all-electric transit buses. Ensure ease and safety of travel for residents and visitors through expansion of accessibility measures, improved connectivity, and use of adopted complete streets design standards • Streets and sidewalks: »The Melrose/IWV Road Improvement Project improved a common-interest roadway, improving road quality for rural-to-urban commuters. »The Burlington Street Bridge improvement project was completed in fall 2021, which improved roadway pavement condition, improved connectivity for bikers with buffered Top: Riders visit with staff at an interchange info booth the week new routes went into effect. Bottom: The electric bus fleet hits the streets. PAGE 23 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Enhance Community Mobility for All Residents bike lanes, and improved pedestrian safety through newly installed pedestrian signalization and ADA improvements. »In 2021, the roundabout at Scott Boulevard and Muscatine Avenue was completed, improving the safety and flow of this major intersection. »Sidewalk infill projects were completed along Rochester Avenue and along Gilbert Court, improving pedestrian connectivity and mobility access. »The long-awaited McCollister Boulevard extension was completed in fall 2020, providing a critical arterial link for vehicles and a connection for bikers and pedestri- ans between the Iowa River Trail and Sycamore Greenway Trail or accessing these newly developed neighborhoods. »The upcoming Rochester Avenue reconstruction project will improve safety and ride-quality for vehicles and provide sidewalk connectivity along this collector street. • Park accessibility improvements including accessible pathways, shelters, and restrooms and more diverse play equipment have been completed at multiple park sites. The intersection of Scott Boulevard and Muscatine Avenue was converted into a roundabout, which opened in 2021. • Curb ramp construction, repairs, and replacements are completed annually through multiple avenues, including the Annual Asphalt Overlay and Annual Curb Ramp Programs, along with other public improvements in new developments, and in conjunction with other City street, utility, and park projects. The City maintains a database of curb ramp conditions for over 6,000 curb ramps in Iowa City. Since 2020, nearly 500 curb ramps have been repaired, replaced, or installed. More information about curb ramp improvements is avail- able online in the Curb Ramp Annual Report and Transition Plan. 223 curb ramps repaired, replaced, or installed in 2020 PAGE 24 Strategic Plan Summary Report May 2022 Promote an Inclusive and Resilient Economy Throughout the City Through collaboration with local partners, increase opportunities for marginalized and low-income populations to obtain access to skills training, good jobs, and affordable childcare • Childcare: »The City provides annual funding support to the 4Cs of Johnson County to provide technical assistance supporting the development of more in-home daycare providers. »In response to the COVID-19 pandemic, the City helped sponsor the establishment of neighborhood NESTs throughout the community, providing childcare and educational, social, and emotional support to students. »The City has identified various workforce and childcare-related opportunities to be explored for possible investment using American Rescue Plan Act funding. • Workforce: »Beginning in 2021, the City provided start-up funding and has committed to ongoing financial support for a BIPOC Business Accelerator Program through the Multicultural Development Center of Iowa. This accelerator and incubator program provides a 16-week training program and technical assistance to startup and early-stage under- served and historically disadvantaged businesses and entrepreneurs. »The City has participated in and provided support to a series of job fairs held quarterly by the Iowa Workforce Development Center. The most recent job fair took place in April 2022 and was geared towards high- school aged job seekers and included a mock interview component. »In a partnership with Iowa State Build- ing & Construction Trades, Iowa City sponsored the development of a brochure to market and promote the organization’s apprenticeship programs. »Iowa City has continued to contribute an annual financial commitment of $25,000 to Kirkwood Community Youth Job Fair 2022. Photo courtesy of Neighborhood Centers of Johnson County. PAGE 25 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Promote an Inclusive and Resilient Economy Throughout the City College’s English as a Second Language (ESL) program, which provides free ESL classes in Johnson County. Highlights of this partnership include: +In 2021, Kirkwood expanded seat capacity for online sections by 84 seats. As courses have returned to in-person, the increased participation has continued with approximately 70 additional students over the prior year. +Through the Earn & Learn Program, Kirkwood has partnered with three local employers to provide ESL training to their employees . At one business, four cohorts have been completed since May 2021 and a fifth is underway. An additional Earn & Learn partnership with local childcare providers is in early-stage development. • The City and Kirkwood Community College recently partnered to offer a Residential Construction Confidence Course for women. Class participants learned remodeling and construction skills through hands-on work at a duplex unit owned by the City that is intended to be rehabilitated and sold through the City’s South District Homeownership Program. • The City launched a Targeted Small Business Grant Program which provides matching grant funds to TSB small businesses and micro-enterprises for one-time startup and growth expenses such as office setup, storefront signage, software, or professional services. Encourage healthy, diverse, and sustainable economic activity throughout Iowa City, including taking steps to invigorate neighborhood commercial districts and create new small neighborhood commercial nodes • In 2021, City Council approved the Highway Commercial Revitalization Plan, which designated tax abatement areas along Highway 6 and Highway 1 targeting older commercial areas with local, small businesses that otherwise may not have access to or be eligible for certain eco- nomic development incentives. • To support sustainable economic activity, the City also launched Commercial and Industrial Energy Efficiency Matching Grant Programs in the Sycamore/Heinz/Scott/6 areas and in the Downtown, Northside Marketplace, and Riverfront Crossings areas. • A code change approved in 2021 created the ability for owners of existing buildings in “I’m always doing [do-it- yourself projects] at my own personal home, and I just never really had an opportunity to learn the right way to do it.” Mialisa Wright Residential Construction Confidence Course for Women participant PAGE 26 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Promote an Inclusive and Resilient Economy Throughout the City lower-intensity commercial districts in or near developed residential neighborhoods to apply for certain special exceptions to the zoning process. The change is intended to encourage and simplify building reuse. Thus, the incentive may not be used for new construction, demolition of a princi- pal structure, or for properties with historic desig- nation. The redevelopment of a formerly vacant building along North Dodge Street for reuse as a coffee shop is one example of the opportunities this code change created. • In January 2022, the City Council approved the South District Self-Supporting Municipal Improve- ment District (SSMID), covering properties south of Highway 6 in the Pepperwood Plaza. The SSMID is expected to generate over $100,000 annually over the next five years to help the district support the businesses in the District through recruitment and retention activities, placemaking, and other improvements in the SSMID. • The new form-based code adopted in the South District creates additional opportunities for developing vibrant commercial neighborhood centers. Effectively support growth and promotion of small locally-owned businesses, women and minority-owned businesses, and the local foods economy • The City has launched several assistance programs targeting small businesses throughout this Strategic Plan period, including: »The Small Business Resource Program provides matching loan funds or technical assistance grants to small businesses and microenterprises. »The Targeted Small Business Grant program provided matching grant assistance to designated small businesses for one-time expenses such as office setup, signage, and hardware or software. »Several small businesses were awarded Climate Action Grant funds to undertake Top: The current home of Press Coffee is shown after redevelopment in March 2022. Bottom: The Press Coffee building in 2021, before a code change made redevelopment possible. Photos courtesy of Press Coffee PAGE 27 Strategic Plan Summary Report May 2022 Strategic Plan Accomplishments: Promote an Inclusive and Resilient Economy Throughout the City sustainability and climate-action focused projects. For example, the Highlander Hotel was awarded funding to install an EV charger and Beadology was awarded funding to make energy efficiency improvements in their shop. • Additional emphasis has also been placed on supporting BIPOC businesses or businesses owned by other traditionally underserved populations, such as immigrant and refugees: »Iowa City contributed funding to the Project Better Together BIPOC & Immigrant Business Grant program. »BIPOC and immigrant-owned businesses were prioritized in the City’s COVID-19 Small Business Assistance Program. »A comprehensive support framework for BIPOC businesses has been established as a priority for use of Iowa City’s entitled American Rescue Plan Act funds. • The City supports the local foods economy through a variety of avenues including sponsorship of the annual Farm to Street dinner event, financial grants and assistance to local organizations with local foods-driven missions, and through the annual Community Garden Plot program.