HomeMy WebLinkAbout04-13-2023 Historic Peservation CommissionIowa City Historic Preservation Commission
Thursday
April 13, 2023
5:30 p.m.
Emma Harvat Hall
City Hall , i l I n n n n,
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IOWA CITY HISTORIC PRESERVATION COMMISSION
Thursday, April 13, 2023
CitNT Hall, 410 E. Washington Street
Emma f . Han, at Hall
5:30 p.m.
Agenda
A) Call to Order
B) Roll Call
C) Public discussion of anything not on the agenda
D) City Council Strategic Plan Presentation
E) Report on Certificates issued by Chair and Staff
Certificate of No Material Effect —Chair and Staff review
1. HP("23-0014: 332 East Davenport Street — Northside Historic District and Local Landmark ()rick
repair and pointing)
2. HPC23-0016: 518 Ronalds Street— Brown Street Historic District (damaged siding, soffit, and roof
shingle repair and replacement, foundation repair including CT9U replacement to match)
Minor Review —Staff review
1. HPC23-0010: 109 South Johnson Street— College Green Historic District (deteriorated attic window
replacement)
2. HPC23-0001: 603 East College Strcct— College Grecn Historic District (street -facing door
replacement)
3. HPC23-0005: 410 Church Street — Gooseto xm/Horace Mann Conservation District (front step and
balustrade replacement)
4. HPC23-0015: 721 N Linn Street— Brown Street Historic District (garage roof shingle replacement)
F) Consideration of Minutes for March 22, 2023
G) Commission Information
H) Adjournment
if >>ou will need disability -related accommodations in order to participate in this meeting, please contact Jessica Bristow,
Urhan Planning, at 319-356-5243 or at jcesica-hristow4,tiowa-city.org. Early requests are strongly encouraged to allow
sufficient time to meet your access needs.
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Historic Preservation Commission
City Hall, 410 E Washington Street, Iowa City. IA. 52240
Memorandum
Date: April 6, 2023
To: Historic Preservation Commission
From: Jessica Bristow, Historic Preservation Planner
Re: City Council Strategic Plan Presentation
The Strategic Plan for FY2023-2028 (CY2022-2028) was approved by City Council on
December 6, 2022 and outlines the City's vision, values, and strategies and primary areas of
focus of City policy, projects, programs, and initiatives over a six year period. This Strategic
Plan builds on the City's previous plans to foster a more inclusive, just and sustainable Iowa
City by prioritizing the physical, mental and economic well-being of all residents.
To help roll out the new FY23-FY28 Strategic Plan, City Council members have volunteered to
present a strategic plan introduction to each of the Boards, Commissions, and Committees.
Councilman John Thomas will meet with the Historic Preservatin Commission at the April 13
meeting to present and discuss the strategic plan. A copy of the plan is attached.
Strategic Plan
FISCAL YEARS 2023-2028
Adopted December 2022
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PLAN OVERVIEW
The strategic plan summarizes the vision, strategies
and key action steps for the City Council and staff
through the five-year planning period. The City's plan
also advances the goals set forth in the Better
Together 2030 Johnson County All in Vision, and
regionally in the Envision East Central Iowa
comprehensive economic development strategy. The
City's pre-existing strategic priorities, developed over
several years, served as the foundation of this plan.
Drawing upon previous planning work, studies and community conversations, the City Council and City
staff leadership engaged in an extensive process to refine the vision and strategies, determine action
steps, and establish priorities.
ril 15
May 18
The strategy map (page 6) serves as the foundation of the plan. It outlines the values, impact areas and
resources needed to execute the overall strategy. Within each component of the strategy map, the City
has developed an associated vision, strategies, and action steps.
The vision outlines the "the why." Each
component of the strategy map
contains a brief description of what the
desired future would look like.
Strategies represent "the what," or the
broad steps the City will take to move
towards the future vision. Action steps
present the "the how," or specific
actions the City will take to advance the
strategies during the five-year period.
The vast bulk of the City's resources,
both financial and human, go toward
providing essential services to the
community such as police and fire
protection, street maintenance, water and sewer services, parks and recreation opportunities, and
library services (to name a few). The vision and accompanying strategies outlined will provide general
direction in the implementation of these core services.
The action steps in the strategic plan focus on how the City's discretionary resources can be leveraged
to advance the vision through new, expanded, or reinvented services or policies. The action steps
highlighted generally:
• Require significant human and/or financial resources,
• Have high visibility,
• Have a significant impact on the community,
• Require collaboration between many departments or organizations, and/or
• Require significant council or community involvement.
The vision and strategies are focused on the long-term and unlikely to change during the plan period.
The action steps are weighted to the first few plan years, and often reflect the most pressing needs,
which have already been the subject of much discussion. Some strategies do not have a corresponding
action step identified in the plan. This does not mean that the strategy is not being or will not be
addressed. Many projects are implemented at the department level and will not be detailed in the plan
but will be highlighted in subsequent status reports. In addition, the plan is intended to provide
strategic focus. Given the City's limited discretionary resources, it is not possible to lift all strategies
simultaneously. The completion of the action steps identified in the early years of the plan will allow
the City to potentially shift focus to other strategies in later years or subsequent versions of this plan.
ENVIRONMENTAL SCAN
The Environmental Scan identified elements in the external environment that may impact the City
moving forward. These forces, largely outside the City's control, may represent future challenges,
opportunities, or both.
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External Challenges and Opportunities
LEGISLATIVE
Recent legislative actions at the state level have reduced current and future projected tax revenues for
the City. In addition, there has been a trend of state legislative action preempting decisions normally
made at the local level.
EXPECTATIONS AND SUPPORT OF GOVERNMENT
Record high levels of distrust of state and federal government has impacted trust for local government,
as well among some community members. At the same time, community members increasingly expect
the 24/7 service experience that operations may not be resourced to provide.
RACIAL AND INCOME INEQUALITY
Community members can report vastly different community experiences based on race and income.
This inequality is likely preventing individuals — as well as the community as whole — from reaching its
full potential.
WORKFORCE
With the region at full employment and baby boomers transitioning out of the workforce, attracting
talent is top concern, both for area employers and city operations. Employers are needing to quickly
adapt to a job -seekers market with more competitive compensation and benefits, as well as flexible
work arrangements.
3
INFLATION
Inflation has created significant pressure on the City's budget and may further impact operations and
the area economy in unexpected ways.
CLIMATE CHANGE
The City will need to continue to prepare for the impacts of climate change. This will likely take the
form of extended weather patterns, as well as increasingly severe weather events.
GROWTH
From 2010 to 2020, Johnson County was the second
fastest growing county in Iowa. Iowa City contributed
through robust growth of its own. As an increasingly
diverse community, residents of different cultures
and varied life experiences can help propel future
growth and opportunity as they establish roots in the
community.
FEDERAL FUNDING
The City received approximately eighteen million
dollars in American Rescue Plan Act (ARPA) funds to
respond to the COVID-19 emergency and help
residents and the community become more resilient
in the coming years. These resources can also
contribute greatly to the action steps in this plan. In
addition, several new state and federal grants are
available through utilizing ARPA and the
Infrastructure Investment and lobs Act (IIJA) funding.
UNIVERSITY OF IOWA
Iowa City and the University of Iowa are tightly connected. Significant changes at the University of Iowa
have a ripple effect throughout the community.
City Operations
FINANCIAL HEADWINDS
Property tax reform, depressed development trends following COVID-19, inflation pressures, and the
phase out of the commercial tax backfill means that the City will face significant financial headwinds
during upcoming budget cycles. Leaders will need to consider new funding sources for major initiatives
given that the growth in property -tax related revenue is expected to remain fairlyflat during the planning
period.
STAFF RECRUITMENT AND CAPACITY
The City is experiencing the same recruitment challenges as the private sector and struggling to fill key
positions. Flat staffing levels, community growth, and numerous new initiatives have strained the
ability of staff to continue to meet service demands. Properly resourcing City operations will help in the
effort to recruit and retain top talent and provide for better service to the community.
OUTDATED FACILITIES
Several City facilities have not grown or been remodeled to meet the service demands of an expanding
population and workforce. These facilities can create operational inefficiencies and work against goals
to provide safe, reliable, and healthy facilities for employees and the public.
5
STRATEGY MAP
The Iowa City Strategy Map organizes and builds upon the seven strategic priorities identified in
previous years. The Strategy Map has three distinct components: Values, Impact, and Resources.
Values
Our values represent both a lens through which we will approach our work, as well as a desired end
state when our work is completed. Our values are embodied in every element of this strategic plan.
Impact Areas
Impact areas represent our mission and focus as a municipal government. This is where we intend to
work collectively to advance our community.
Resources
Resources are building blocks needed to support our work.
City of Iowa City Strategy Map
VALUES
Racial Equity, Social Justice & Human Rights
FUTURE VISION
Iowa City welcomes and celebrates cultural diversity
throughout the community, and accurate cultural
historical perspectives are acknowledged and
commemorated. Each community member
understands how systemic inequities have
disadvantaged and marginalized some populations and
are equipped with the skills to disrupt bias. Growth and
healing occur as the City proactively addresses racial
inequalities and social injustices. The City has removed
and addressed systemic barriers present in all facets of city government including policies, land use
decisions, programs, services, and employment. Partnerships with businesses, schools, and non-profit
organizations facilitate equitable access to opportunity across all sectors. City employees, boards and
commission members, and other advisory and decision -making entities reflect the diversity of the Iowa
City community. The presence of equity, inclusion, and belonging is identifiable in all City operations
and activities.
Climate Action
FUTURE VISION
Cities across the Midwest and nationally emulate Iowa
City's long-term innovative strategies which achieve net -
zero greenhouse gas emissions across all sectors and
prepare all populations for the effects of climate change
and the urban heat island effect. A bio-diverse
environment flourishes and each generation can look
forward to improved water, air, and soil quality. Every
resident in Iowa City understands the cost of climate
change and knows which community resources can help them mitigate and adapt to these impacts.
Residents of all socioeconomic statuses actively take climate action, including using sustainable
transportation, shopping local, and reducing and conserving energy. As a result, their health, safety,
economic wellbeing, and relationship with their neighbors are improved.
Partnerships and Engagement
FUTURE VISION
Community members believe engagement and
participation in local government decision -making is
worthwhile and sincere. Respectful dialogue and
transparent processes dominate public decision -
making. Creative and accessible communication and
engagement methods ensure every resident is routinely
reached by the City and encourage intergenerational
participation. Neighborhoods are revitalized as a source
of grassroots community -building, empowerment, and prosperity for all households. There is a high
degree of trust and free -flowing communication between stakeholders within the community. As a
result, public -private partnerships are plentiful and a natural component of every solution, and
resources are deployed judiciously towards efforts that benefit all.
IMPACT AREAS
Neighborhoods & Housing
FUTURE VISION
Iowa City is a collection of authentic, vibrant
neighborhoods and districts. By way of internal and
external streets and trails, each community member
has safe, easy access to everyday facilities and
services within a 15-minute walk or bike ride.
Neighborhoods are compact and socially diverse,
with a variety of housing choices and at least one
place serving as its center. Permanent affordable
housing choices are dispersed throughout the
community. New higher density development blends
with existing buildings and shapes a comfortable, human -scale pedestrian environment. Public spaces
are inviting and active with people recreating and socializing in parks, natural areas, and tree -lined
streetscapes, all enhanced with public art and placemaking initiatives.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Update City Comprehensive Plan and Zoning Code to encourage compact neighborhoods with
diverse housing types and land uses.
• Partner in projects that serve as models for desired future development.
• Create inviting and active outdoor spaces with unique and engaging recreation offerings.
• Address the unique needs of vulnerable populations and low -to -moderate income neighborhoods.
ACTION PLAN
ChampionAction
Date
Explore legal steps to discourage or prevent bad faith and predatory property
City Attorney
FY23-24
investors.
Act on building regulation recommendations outlined in the Accelerating Iowa
Climate Action &
FY23-25
City's Climate Actions Report, including TIF energy efficiency incentives, energy
Outreach and
standards for height and density bonuses, and a climate action building permit
Neighborhood &
rebate program.
Development
Services
Revamp the neighborhood PIN grant program and evaluate discretionary funding
Communications
FY23-25
for district/neighborhood grassroots projects.
Advance prioritized recommendations in the 2022 Affordable Housing Action Plan.
Neighborhood &
FY23-28
Work with partners to undertake significant -scale affordable housing efforts.
Development
Services
Seek out and approve residential TIF applications for infrastructure when the
City Manager's
FY24-25
project provides community benefit such as permanent affordable housing,
Office
expansive public open space, or advancement toward stated climate action goals.
Consider a standard application of residential TIF for all new annexations to meet
permanent affordable housing goals.
Initiate a Comprehensive Plan update and subsequent Zoning Code review to more
Neighborhood &
FY24-28
broadly incorporate form -based principles with emphasis on growth areas first and
Development
infill areas next, expanded missing middle housing allowances, minimum density
Services
requirements, and streamlined approval processes
Explore pilot housing projects utilizingtiny homes, 3D printed homes,
Neighborhood &
FY24-28
prefabricated or manufactured homes, net -zero homes, or other innovative
Development
options.
Services
Bolster financial support for homeless services and evaluate shifting towards
City Manager's
FY25-28
shelter as service model.
Office
Expand the South District Homeownership Program to other targeted
Neighborhood &
FY26-28
neighborhoods and consider allowing relocation assistance to expedite
Development
completion.
Services
Provide all residents with public open space within a 15-minute walk or bike ride by
Parks and
FY26-28
strategically executing agreements with local schools or other partners.
Recreation
10
Mobility
FUTURE VISION
Community members of all socioeconomic statuses
easily, safely, and comfortably travel using multiple
modes of transportation year-round. Commuters
choose to walk, bike, or bus at least half of the time,
and an increasing number of trips are fueled by clean
energy. Regional collaboration has created a strong
multi -modal network that links Iowa City to
neighboring communities. Highly traveled corridors
have separated trails or comfortable, safe lanes for
bicyclists. When prioritizing, the needs of
pedestrians, bicyclists, transit riders, and other
emerging forms of transportation are weighted
greater than those of automobile drivers and
adjacent property owners.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
VSIT
• Expand the access and convenience of environmentally friendly and regionally connected public
transit.
• Design and maintain complete streets that are comfortable and safe for all users.
• Grow and prioritize bike and pedestrian accommodations.
11
ACTION PLAN
ChampionAction
Date
Fully evaluate the feasibility and funding sources needed for a zero -fare transit
Transportation
F 223-24
system.
Services and
Finance
Develop a vision statement for a singular regional transit system with metro Johnson
City Council
FY23-25
County entities and obtain initial commitments to study a regional system from each
entity's elected officials.
Install additional permanent charging stations for vehicles, bicycles, and electronic
Climate.Action
FY23-28
devices.
& Outreach
Identify additional opportunities for road diets, sidewalk infill, curb cut
Public Works
FY23-28
enhancement, and bike lane installation with a goal of at least two such projects
each construction season.
Explore opportunities to utilize the CRANDIC right-of-way for passenger rail, bus
City Council
FY23-28
rapid transit, or pedestrian usage.
Evaluate with the State of Iowa reverting Dodge and Govemorto 2-way streets
Public Works
FY23-28
Secure federal funding for a relocated transit building that can accommodate future
Transportation
FY24-28
growth in service and electrification of the fleet.
and City
Managers
Office
Consider adding or retrofitting bike pathways that are separated from streets or
Public Works
FY24-28
protected utilizing flexible bollards.
Expand the fleet of electric buses or other low/no emission -technology vehicles each
Climate Action
FY25-28
time a diesel bus is due for replacement and seek grants that can expedite the
& Outreach
conversion_
Consider an on -demand or subsidized voucher system for times and locations in
Transportation
FY25-28
which no fixed route service Is available.
Services
Expand snow clearing operations at sidewalk corners in high priority pedestrian
Public Works
FY25-28
areas, bus stops, and bike lanes.
and Parks &
Recreation
Initiate and promote vehicle and bike-share/scooter programs.
Transportation
FY26-28
Services
Evaluate with the State of Iowa the possibility of a Burlington Street Road Diet
Public Works
FY2628
utilizing flex zones in non -peak hours.
12
Economy
FUTURE VISION
Iowa City is the preferred location for businesses at
all stages of development. Start-up businesses
flourish and take advantage of mentoring and other
resources. The vibrant arts and culture community
attracts both visitors and new residents.
Technologies developed through the University of
Iowa are transferred to the local business sector,
creating business diversity and new value within the
community. Businesses pay living wages and support
skill development for their employees. Support
services - such as child-care and language assistance - are readily available for all, which means every
person who wishes to participate in the local economy can do so. Community members support each
other by spending their money locally.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Reinforce Iowa City as a premier community to locate and grow a business.
• Ensure appropriate infrastructure is in place for future business growth and development.
• Cultivate a strong entrepreneurial and small businesses ecosystem with a focus on creating new
pathways to success for systemically marginalized populations.
• Build Iowa City's image as the Greatest Small City for the Arts.
• Strengthen the Iowa River's role as a signature community amenity and tourism generator.
13
ACTION PLAN
ChampionAction
Date
Enhance access to affordable childcare for all populations through innovative
City Manager's
FY23-25
partnerships with higher education, non -profits, and the business community.
Office and
Neighborhood &
Development
Services
Utilizing American Rescue Act Funds, execute on agreeable recommendations in
City Managers
FY23.25
the Inclusive Economic Development Plan with a particular focus on actions that
Office and
build long-term support and wealth -building opportunities for systemically
Economic
marginalized populations.
Development
Partnerwith Kirkwood Community College, Iowa City Community School District,
Economic
FY23-28
Iowa tabor Center, local trades, and other stakeholders to provide meaningful
Development and
career development opportunities, pre -apprenticeship, and apprentice
Neighborhood &
programs.
Development
Services
Increase small business technical assistance to aid in the creation, success, and
Economic
FY24-28
growth of home-grown businesses.
Development
Economic
FY25-28
Create flexible incentives to support the top goals of Iowa Cityrs Self -Supporting
Development and
Municipal Improvement Districts and other commercial nodes, including
City Managers
attaining a desired business mix that serves the surrounding neighborhood.
Office
Develop targeted marketing to promote Iowa City as a unique and attractive
City Managers
FY26-28
place to do business.
Office
Develop a riverfront master plan In cooperation with the University of Iowa,
City Managers
FY26-28
Think Iowa City, and other stakeholders.
Office
14
Safety & Well-being
FUTURE VISION
Our City supports the mental and physical well-being
of our community members. Public safety response,
whether from the City or a non-profit partner, is
nuanced depending on the specific needs of the
situation. Community members receive emergency
response services promptly and welcome
responders as problem -solvers. Inviting spaces for
social interaction, exercise, and regeneration are
equitably located throughout the community and
are lively with activity and use. New and long-time
community members alike, especially marginalized
groups, easily build networks and establish roots
within our community. Community members have
safe, healthy indoor spaces and are well -prepared
for climate -related changes.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
• Implement and expand innovative public safety models and facilities to improve outcomes and
relationships within the community.
• Partner with non -profits to address the most emergent and foundational community safety and
well-being needs.
• Build community by fostering social connections and developing safe, accessible public spaces for
gathering.
15
ACTION PLAN
ChampionAction
Date
Work collaboratively with Johnson County and other stakeholders to launch a
City Council and Police
FY23-24
community violence intervention effort in close cooperation with local law
Department
enforcement.
Leveraging American Rescue Plan Act funds, build capacity in local non -profits
Neighborhood &
FY23-26
that will help ensure they are able to meet future community demands.
Development Services
Build on the relationship with the University of Iowa College of Nursing to
Neighborhood &
FY23-26
increase participation in the Healthy Homes program.
Development Services
Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a
Police Department
FY23-28
goal of 24-hour coverage by the end of FY28.
Actively promote 988 throughout the year and ensure that CommUnity Mobile
City Manager's Office and
FY23-28
Crisis has resources to meet community demands.
Communications
Continue critical exterior renovations to the Senior Center and continue
Senior Center
FY23-28
progress on Senior Center Facility Master Plan recommendations.
Integrate CommUnity Mobile Crisis into the 911 dispatch protocols.
Police Department
FY24-26
Consider and, where feasible, implement alternatives to routine non -emergent
Police Department
FY24-26
traffic stops.
Expand neighborhood -based programs such as mobile community
Parks & Recreation
FY26-28
social/recreation resources (fun patrol), nests or micro -hubs for kids/teens.
iW
RESOURCES
Facilities, Equipment and Technology
FUTURE VISION
Municipal facilities are modernized and designed for
operational efficiency, capacity for growth,
employee safety and health, resilience, alignment
with Climate Action goals, and civic pride. Funding of
equipment and facility replacement funds and
partnerships with other entities result in joint
facilities, technology, and equipment that improve
access and services. City staff are encouraged to be
entrepreneurial in their approach and actively seek
to innovative and streamline processes while
improving service levels to the community.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
• Invest in the next generation of public facilities
w
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and equipment to create immediate operational efficiencies, boost workplace safety, health, and
morale, and improve cross -department collaboration.
• Promote high-performance governance leveraging technology, partnerships, and innovation.
17
ACTION PLAN
ChampionAction
Date
Outline a municipal -wide facilities plan and initiate relevant action steps to keep
City Manager's Office
FY23-24
projects moving forward.
Complete a City Hall and Public Safety Headquarters space needs study and
City Managers Office
FY23-24
develop a plan for next steps toward implementation.
Implement the asset management system and expand use for facility
Public Works
FY23-25
maintenance and management.
Develop and implement an electric vehicle transition plan.
Public Works and Climate
FY23-25
Action &Outreach
Pursue grant opportunities, bolster the Facility Reserve Fund, and explore
City Manager's
FY23-28
public/private partnerships to facilitate completion of key facility projects.
Office and Finance
Design replacement and renovated facilities to ensure alignment with Climate
City Manager's Office
FY24-28
Action goals and create safer and healthier working environments for public
employees.
Improve public transparency through a coordinated and centralized open data
City Manager's Office
FY26-28
platform.
Consider resounding a Smart City initiative that prioritizes data -driven decision-
City Manager's Office
FY26-28
making through technology adaptation and data analysis.
IF
FUTURE VISION
The City is an employer of choice in the region and
viewed as a rewarding, long-term career choice.
Valuable benefits, flexible schedules, energizing
workspaces, remote and hybrid work arrangements,
and professional development and advancement
opportunities improve productivity, service to the
public, and morale. Employees enter an inclusive,
fun, and engaging environment each workday. City
staff, board and commission members, and
volunteers are demographically representative of
the City population at -large and every employee is
continuously building cultural awareness. Leadership
and elected officials ensure sufficient staff levels to
maintain baseline services, weather vacancies or
emergencies, protect against employee burnout, and
add capacity to act on special assignments and
strategic, long-term initiatives.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Establish the City of Iowa City as an employer of choice in the region with a pay plan, benefits
package, and flexible work options that attract and retain high -quality and motivated public
service employees.
• Carry out a multi -dimensional staff engagement initiative to ensure every City employee feels
welcome, informed, involved, and engaged at work.
• Build a diverse talent pipeline.
19
ACTION PLAN
ChampionAction
Date
Complete and execute upon the results of an organization -wide classification and
Human Resources
FY23-25
compensation study. As part of study, review all job requirements to ensure applicability
and eliminate unnecessary barriers to employment, including testing, residency
requirements, education, and certification or license requirements.
Monitor implementation of new telecommuting and flexible work schedule policies to
City Manager
FY23-25
ensure public service standards are fully met and desired employee work arrangement
flexibility is pursued where possible.
Balance investment in new annual initiatives with staffing levels to ensure core municipal
City Manager's
FY23-28
service levels are maintained and reduce instances of burnout.
Office and City
Council
Elevate new and existing intra-organizational communication strategies to bolster
City Manager's
FY23-25
information sharing and improve productivity and connectiveness across the
Office
organization.
Create more opportunities to promote inter -departmental relationships, collaboration,
City Manager's
FY23-25
and problem -solving.
Office
Upskill City staff in implicit bias, cultural awareness, and inclusion
Equity & Human
FY23-28
Rights
Develop recruitment network with local minority institutions.
City Managers
FY23-28
Office
Take steps to promote more diverse representation on Boards, Commissions, and
City Council
FY23-28
Committees.
Ensure every single employee knows the City's strategic vision and can connect their role
City Manager's
FY23-28
accordingly.
Office
Strengthen volunteer engagement, management, and appreciation efforts.
City Council and City
FY23-28
Managers Office
Implement increasingly relevant organization -wide training opportunities such as conflict
City Managers
FY24-28
resolution and de-escalation training.
Office
Conduct comprehensive benefits review and implement changes based upon best
City Managers
FY25-28
practices and modern expectations, exploring benefits such as paid volunteer time,
Office
wellness offerings, and flexible stipends for challenges such as childcare, transportation,
higher education and more.
Launch targeted apprenticeship program(s) in partnership with local education and
City Managers
FY26-28
workforce institutions.
Office
9E
Financial
FUTURE VISION
City residents believe property taxes and utility
fees are fair and commensurate to service
levels, and do not experience erratic changes
in rates and fees. The City maintains sufficient
financial resources to proactively maintain and
replace assets, carry out strategic plan
initiatives, and be insulated from unanticipated
financial stressors. Partnerships, grant funding,
and other creative financing mechanisms are
routinely part of program and project financing structure. The City maintains a AAA bond rating,
resulting in lower borrowing costs for residents and businesses.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Grow the tax base, consider alternative revenue sources, and leverage outside funding to maintain
core services and pursue community priorities while maintaining equitable property tax rates.
• Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds
and prudent debt management.
21
ACTION PLAN
ChampionAction
Date
Ensure Enterprise Funds are well supported through incremental rate and fee
Finance
FY23-28
increases and do not become reliant on large rate spikes, property taxes, or
unplanned debt issuance.
Coordinate with Iowa League of Cities, Metro Coalition, and the City s contracted
City Manager's Office
FY23-28
state lobbyist to oppose unfunded state mandates and detrimental tax reforms.
Maintain the City's AAA bond rating.
Finance
FY23-28
Increase the Emergency Fund balance by an annual target of 5%.
Finance
FY23-28
Significantly bolster the Facility Reserve Fund and develop an implementation plan
Finance
FY23-28
for use of funds that minimizes large debt issuances.
Create a centralized grant management initiative that will focus on securing
City Managers Office
FY24-28
additional private, state, and federal funding opportunities, while ensuring proper
oversight and compliance.
Develop and maintain cost recovery guidelines for programs and services that
City Managers Office
FY26-28
balance fiscal responsibility and equity.
Consider financial incentives and land use policies that aim to grow and diversify the
City Manager's Office
FY26-28
tax base (commercial, industrial, and residential).
Consider alternative revenue sources such as a Local Option Sales Tax that can help
City Managers Office
FY26-28
achieve strategic plan goals, fund infrastructure and facility needs, and reduce
and City Council
reliance on property tax.
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TRACKING PROGRESS
Reporting
Progress on Strategic Plan initiatives will be reported upon in the following ways:
• Progress Report delivered in a narrative format annually (August).
• Call -out of directly -related Strategic Plan items will be included on relevant City Council meeting
agenda items and through the budget process.
• A standing Work Session agenda item to include a brief verbal update from the City Manager's
Office.
• Routine inclusion of various Strategic Plan items in Communications and City Channel 4
productions.
Significant Actions Not Included in the Plan
To the extent possible, the time, energy, and resources of staff and council will be focused on items in
this plan. However, some situations may warrant a significant shift of focus. It is recommended that
actions related to unanticipated events that require the diversion of financial or staff resources be
included in the reporting process even if not outlined in the original plan.
CONSULTANT NOTES
Decision -Making Framework
New ideas and needs will surface that were not considered as part of this planning process. The
Council may want to consider a decision -making framework when such items arise. The framework
would enable City Council to methodically determine the degree to which a proposed action should
divert financial and staff resources from the action steps outlined in this plan.
Community -Wide Metrics/Dashboard
Many of the strategies and actions outlined this plan are intended to have an impact beyond
traditional core city services. The City will lead or participate in multi -sector coalitions to address
systemic problems such as childcare, climate change, housing, and racism. As such, it may be beneficial
27
to continue this more comprehensive approach with the development of city-wide metrics or
dashboard to assess progress towards the vision and overall community health.
Update Mid Plan
While the vision and strategies outlined should remain consistent for the duration of the plan, the
consultant team suggests an update of the action steps after the first few years. As is the case with any
five-year plan, actions are skewed towards the most pressing needs. A more intensive facilitated mid -
plan review would give all parties an opportunity to assess plan progress and fully build out the action
steps in later years.
ACKNOWLEDGMENTS
City Council
• Bruce Teague, At -Large, Mayor
• Megan Alter, At -Large, Mayor Pro Tern
• Laura Bergus, At -Large
• Janice Weiner, At -Large
• Pauline Taylor, District A
• Shawn Harmsen, District B
• John Thomas, District C
Consultant Team
ECICOG
• Karen Kurt, Executive Director
• Adam Bentley, Economic Development Specialist
• Harrison Freund, AICP, Planning Fellow
• Jessica Johnson, Community Development Specialist
• Tracey Achenbach, Housing Director
II r I
-4
AA;; ti
CITY OF IOWA CITY
UNESCO CITY OF LITERATURE
E C I C GO 'T"
EAST CENTRAL IOWA
COUNCIL OF GOVERNMENTS
G}-1
MINUTES PRELIMINARY
HISTORIC PRESERVATION COMMISSION
MARCH 22, 2023 —5:30 PM— FORMAL MEETING
E M M A J. HARVAT HALL, CITY HALL
MEMBERS PRESENT: Margaret Beck, Kevin Boyd, Carl Brown, Noah Stork, Deanna Thomann,
Nicole Villanueva, Frank Wagner, Christina Welu-Reynolds
MEMBERS ABSENT: Jordan Sellergren
STAFF PRESENT: Jessica Bristow
OTHERS PRESENT: Simon Andrew, James Carey, Martha Norbeck
RECOMMENDATIONS TO COUNCIL:
(become effective only after separate Council action)
CALL TO ORDER:
Chairperson Boyd called the meeting to order at 5:30 p.m.
PUBLIC DISCUSSION OF ANYTHING NOT ON THE AGENDA:
None.
CERTIFICATE OF APPROPRIATENESS:
HPC23-0012: 1034 Burlington Street
Bristow showed photos of the house and noted this house is a Foursquare with a gable in the front with
cornice returns. Additionally, there's some dormers on the sides and the house has synthetic siding.
The project is the garage. Staff looked at the garage with the homeowners about 18 months ago. It is
an interesting construction, because it's basically post in beam with some nice big timbers. Bristow
explained because of that, and because of the location, and the fact that a new garage will have to be
moved over just a little bit, they first looked at the idea of repairing the garage but couldn't find any
interested contractors because it's not a typical stud frame construction.
Bristow showed some pictures of the current condition of the garage noting a lot of the roof edge is
missing, it's been covered in multiple layers of asphalt shingle siding, and it would need a new floor.
They will be replacing it with a two -car garage with two single car doors and there's a plan to have one
small window on each side and a door on the back. Staff recommends allowing them the ability to add
a window to the south.
Bristow noted the new construction garage will follow guidelines with small rectangular windows, single
car overhead doors, a single passage door on the south side, lap siding with a three -to -five -inch lap,
four -inch trim around all the openings and a frieze board at the top of the wall. The garage will have a
hip roof with architectural asphalt shingles, cement foundation and parking pad inside. Staff
recommends approval with the option to add an additional window on that south side with the
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 2 of 8
conditions that two single car overhead doors are used, and that door and window product information
will be submitted for review.
MOTION: Wagner moved to approve a Certificate of Appropriateness for the project at 1034 Burlington
Street as presented in the staff report with the option to add an additional window and with the following
conditions: Two single car overhead doors are used and door and window product information is
submitted for review by staff. Villanueva seconded the motion. The motion carried on a vote of 8-0
(Sellergren Absent).
HPC23-0007: 724 Ronalds Street
Bristow began the staff report noting historically this house was shown on the 1868 bird's eye view of
Iowa City and showed a picture of what the house looked like from a 1977 survey of the area. She
stated at that point in time it was a contributing structure however between then and 2016, all of the
exterior materials had been changed, there has been multiple additions, the front has been an addition
as there was no front door and the entrance was off of a deck on the back and overall was in poor
condition and had no historic integrity. At that point in time, the Commission changed the classification
of the property from contributing to noncontributing. Since then, due to deterioration, the garages were
taken down (neither of them was historic) and then the house was also taken down.
The project now is for a new house to be built on this property. After initial discussions last fall, the
property will be divided in half and this approval will be for the house that will sit on the west half of the
lot. Bristow pointed out the sewer easements and other setback requirements that bisect the lot which
leaves just one area appropriate for a building. Staff looked at other styles in the neighborhood and
worked with the architect to decide that the style that best fit the proposal was a vernacular form called
an I -House. Bristow showed examples of the style from other houses in the neighborhood.
The proposed house will have a side -gabled roof, symmetrical facade with regularly spaced individual
double -hung windows, and a central entry door at grade with an entry canopy. The rear of the house
has a one-story hipped -roof extension on the west half with an open porch in the Ell on the east half,
sharing a roof with the one-story extension. The window and door pattern is similar to the front with the
central door and window shifted to the east. On the east side of the house where the stairs run up it
was decided the best place for a window was on the second floor so there's a pair of windows there.
They have also added a small porch on the rear with an entry canopy that projects and is carried on
brackets. Bristow stated the house will have an 18-inch overhang on all four sides and will be an open
soffit. On the lower level it will be more of a classical revival style eave condition. Having a hip roof on
the one-story section solves a few problems, especially with the rear section and the back porch, so
staff really felt that having the hipped roof on both one-story areas fits the house better.
Bristow showed the rear elevation noting the one-story portion that projects south. She said they found
that to get the spatial relationship in the plan they needed this one-story extension to the basic
rectangular form of the house. The first iteration had one story portion on the front of the house but
there really isn't that architectural style in Iowa City, so they flipped the plan and put the one-story
section on the back as it's very common to have a one-story bump out on the on the back of a two-story
house. Again, the house will have a lap siding, Bristow believes they want to use LP Smartside with
typical trim of frieze board, corner boards, and watertable, the foundation will be a concrete with a
stucco treatment. The windows will be either a wood or a metal clad wood and the passage doors could
be either wood or fiberglass. Bristow stated there's some discussion about whether or not the roof will
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 3 of 8
be an asphalt shingle or if it will be a metal roof. The City does have particular requirements for metal
roofs that they have a flat panel. They've discussed that with the architect so any metal roof would be
approved by staff and would also follow the requirement that it is true flat panel.
Staff recommends approving a Certificate of Appropriateness for the project at 724 Ronalds Street as
presented in the staff report with the following conditions: Any metal roof is approved by staff and
Window and door product information is approved by staff.
Boyd opened the discussion to the public.
Simon Andrew (The Housing Fellowship) stated they will be the owner and property manager of this
property and it will be an affordable rental housing project ultimately. The condition for accepting the lot
is that it would be rented to below 60% of area median income and most of their tenants fall well below
that and it will probably end up with renters below 30%. Andrew noted they have been very pleased
and very grateful for Bristow and the NDS staff for working through all these particulars with the
architect. It is very unusual that they have the opportunity to be in an historic neighborhood period, but
especially on the north side, so it's very exciting for them to be able to undertake this project. Andrew
also noted this project is part of the student -built program with the Iowa City Community School District,
so one of the big benefits is in training that next generation of contractors. The home will also be an
energy efficient home.
James Carey (721 Brown Street) stated he was at the first meeting when the City graciously sold this
lot and he has no issues with the Fellowship and thinks the Fellowship is great. Additionally, having
students learn a trade is amazing. However, he thought they said last time, when the City transferred
the property, was it would be one property with the house in the back and now what's being presented
is two properties on that lot. What happened to just one property, and it was said at the original meeting
that it was feasible it could be two houses but there's no requirement that there be two houses on this
lot. Carey also noted they haven't talked about setbacks and the setback requirements and how the
houses are supposed to line up.
Bristow stated setbacks are part of the zoning code and staff has worked through that with them, but
that's not part of the historic preservation review, it's part of the building permit review. Any setback
rules for historic preservation have been confirmed by the building official that they are meeting the
setback requirements with this particular design. Bristow went through the plans and clarified that all
the setbacks meet City guidelines.
Carey stated then if 714 is setback 34 feet, and that's 34 feet to the front porch, from there on it's like
almost 40 feet back to the house and if they look down that line of homes for that block of Ronalds on
the north side, 714 is the closest house to the road and when this house is built, while he is sure it'll be
a lovely home, there is no question that it will stick out well beyond the house that is right next door to it.
He understands they did that because of the easement that runs through the back, but that's not a
hardship in this case because one house could be built there, shifted over and moved back and then
get in line with the rest of the setbacks on that block. So even if zoning is okay, from a visual
perspective this house is going to look like it sticks out way in front of the house right next to it. He
really feels it is going to look like two houses were shoehorned into a single lot. He understands the
desire to expand this project, and the desire to have two projects for the high school kids to work on,
and to up the amount of affordable housing but he doesn't see how this fits into the recommendation.
He feels if he brought this forward as an independent developer, he probably wouldn't get green lighted
on this if it wasn't a one house property. It used to be a one house property and in his opinion, it should
remain that way.
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 4 of 8
Andrew noted the average setback for the neighborhood as calculated by staff was 15 feet, they could
have asked for a waiver to go down as low as 10 feet but they did not do so and are not asking for any
special exceptions with the zoning.
Bristow noted the setbacks not under the purview of this Commission, they do have some districts with
some requirements, but there's nothing specific that would be related here and the code in a
neighborhood like this requires that there's some setback averages and it's been calculated by the
building official as well. Mr. Carey could reach out to the building official if he had any questions about it
specifically.
Martha Norbeck-(Principal C-Wise) stated again it is a 40-foot lot and a 40 foot lot is pretty common and
the zoning does allow for a lot as small as 40 foot wide and that is clearly stated in the zoning
conditions for this specific neighborhood. She also pointed out that the house to the east (which will be
730 Ronalds) is actually going to have the same setback as the one that is proposed here at 724 and
they will be matching the historic house built on the property line.
MOTION: Brown moved to approve a Certificate of Appropriateness for the project at 724 Ronalds
Street as presented in the staff report with the following conditions: Any metal roof is approved by staff;
and Window and door product information is approved by staff. Wagner seconded the motion.
Brown asked about having certain elements of setback as a part of historic preservation and what those
are. Bristow replied the only one she can think of off the top of her head is there's a setback
requirement on Summit Street that limits how far the building can extend into the rear yard to preserve
the openness.
Boyd stated he is very excited about this project and thinks it looks great. He also thinks it's very
common for historical properties, although he knows this is not going to be historical, to have moved
their house centered on the lot, to one side with the anticipation of selling it off and building a new
house in the remaining portion of the lot. That happened to his lot, his neighbors eventually sold it to
their son and now they are very cozy neighbors, probably way cozier than this situation will be, so he
thinks there's historic precedent in that as well. Additionally, anytime they can add density and looks
like it fits and fills the neighborhood is a good thing.
The motion carried on a vote of 8-0 (Sellergren absent).
HPC23-0009: 10 Bella Vista Place
Bristow noted this is in the same district, it is a spectacular bungalow with a gable roof and lots of
details in the siding. The house does have a projecting bay and a sleeping porch configuration as well.
This project is for the garage, they currently have a concrete structure garage set into the hill, below the
house and behind the house. It's clearly deteriorated and it's small and cramped and difficult to get
electrified. Staff does recommend approval of demolition and the plan is to put another garage in the
same location but larger as it would be a two -car garage instead. The new garage would also have
stairs going up the side.
Bristow stated there was some question about if it would just be a subterranean garage or not but
because of construction difficulties the owner was interested in having a second floor above grade as
well. She showed an image of the plan. There will be two single car doors with the stairs going up the
hill along the north side. Adding the second floor will make it look more like a carriage house and when
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 5 of 8
they have a garage in historic neighborhoods that is two stories, it's either a barn or carriage house.
Staff had been talking to the owner in the past and he had an interest in an outbuilding design as well
but together they decided it would not fit the area and a carriage house would be a better option. A few
years ago staff had a set of carriage house designs that they tried to get just pre -approved so when
someone wanted to build a two story carriage house garage, maybe it could be something that was a
minor review and staff could approve it like a one story garage is currently. However, at that time the
Commission wanted to make sure that something that is actually a two-story garage like a carriage
house was approved by the Commission. Bristow showed a created image of what this could end up
looking like using these standard carriage house designs. From the alleyway they'd have the two single
doors with some concrete because it is in that subterranean area, and then a gable roof similar to the
house. Bristow showed some designs with dormers, similar to the house, but the owner had talked
about maybe not having the dormers. The city does have carriage houses that don't have dormers, but
it reads more like a carriage house and fits the house with the dormers. In addition, dormers allow light
in on those north and south sides because otherwise there would only be windows in the two gable
ends. Therefore, staff recommends that the dormers are included. She also noted the basic carriage
house design, as shown, has a board and batten siding, however staff recommends giving the
homeowner the option to use that if they like as it does match the vernacular farm building that they
were looking at, but also to allow them to use a lap siding that would match the house as an alternative
MOTION: Beck moved to approve a Certificate of Appropriateness for the project at 10 Bella Vista
Place as presented in the staff report with the following conditions: The design is revised as shown in
the mock-up and door and window product information is approved by staff. Welu-Reynolds seconded
the motion.
Wagner asked if the homeowner is able to keep chickens in this structure. Bristow replied that is a
separate permitting process.
The motion carried on a vote of 8-0.
HPC22-0082: 815 Brown Street
Bristow noted she sent the Commission an email stating she had made an error on the agenda by
putting the wrong address on this project. She was going to republish it, but the owner decided to defer
it until the next meeting, and staff recommends approving that.
MOTION: Wagner moved to defer HPC22-0082 until the next meeting. Villanueva seconded the
motion. The motion carried on a vote of 8-0.
REPORT ON CERTIFICATES ISSUED BY CHAIR AND STAFF:
Certificate of No Material Effect -Chair and Staff Review
HPC23-0004: 103 South Governor Street
Bristow stated the side porch was all rotted and they needed to also replace the piers, so they are
resetting the piers. She noted except for that chimney, the piers are the only brick on the house, but
they are not historic bricks. This house was damaged in the 2006 tornado and certain things were
rebuilt, including not putting brick piers in the front porch. The contractor created a very detailed
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 6 of 8
drawing to illustrate how he was going to rebuild the columns so staff approved a certificate of no
material effect to rework the floor and columns below the roof on this side porch.
HPC23-0011: 809 East Bloomington Street
Bristow stated the homeowner wanted to install a generator but that does require a mechanical
permit. The generator is going on the back side of the house and staff approved a certificate of
no material effect to allow the installation of the generator.
Minor Review -Staff review
HPC23-0008: 738 Oakland Avenue
Bristow noted they are going to be adding a rear stoop and step and patio on -grade. It will be a
basic stoop and step and she noted they are not setting it in from the corner because of certain
other constraints but with a stoop and set that is not a concern. They did tell the homeowner
that a deck would have to be set in.
HPC22-0085: 1324 Muscatine Avenue
Bristow stated unfortunately at some point in time all four of the windows on the rear dormer were
replaced with vinyl without approval. One vinyl window was not functioning, and so staff allowed them
to replace that one vinyl window with another vinyl window. They have been notified that in the future
when all the vinyl windows need to be replaced that vinyl windows will not be approved.
Intermediate Review -Chair and Staff review
HPC22-0025: 821 North Johnson Street
Bristow stated this was also a very long-drawn-out project and she has been working with them for a
couple of years. The steps failed and they replaced them and then the railing failed and they replaced
it. This house is in the Brown Street Historic District, but is not a contributing house, it's a 1960s infill
and super indicative of its style. Therefore, when they wanted to rebuild the entire retaining wall system
they have worked through many options. Over time it's failed more and a mason who's more
experienced with architectural masonry of this style also recommended rebuilding it. They found a brick
match that is pretty good, however not an exact match, and therefore staff wrote into the approval a
requirement that they save a certain number of the bricks that they take out for any repairs that need to
happen to the house in the future. The slight difference in bricks should not be apparent.
HPC23-0006: 640 South Lucas Street
Bristow stated this is reworking the failing rear porch. It was probably historic but it's been altered a
little bit with beadboard sidewalls, and typical railing. The roof will stay, the piers will match the
foundation, but the columns will become 6x6 rather than the current 4x4 post size.
CONSIDERATION OF MINUTES FOR FEBRUARY 9, 2023:
MOTION: Thomann moved to approve the minutes of the Historic Preservation Commission's February
9, 2023, meeting, as written. Beck seconded the motion. The motion carried on a vote of 8-0
(Sellergren absent).
HISTORIC PRESERVATION COMMISSION
March 22, 2023
Page 7 of 8
COMMISSION DISCUSSION:
Bristow stated regarding the 804 Iowa Avenue appeal the ruling was upheld by the Board of
Adjustment. Again this was the case where they wanted to replace the only remaining historic windows
on the first floor because the upper level had been replaced before the district was formed, but the
windows were in a condition where they could be repaired and not need replaced.
Historic Preservation Award Committee: They need to form an awards committee and pin down a
location and a date. That committee will, with assistance, write and/or deliver elements of the award
ceremony to be held in September and this is the 40th annual so it is a year to celebrate.
Beck, Welu-Reynolds and Villanueva volunteered to help.
Welu-Reynolds asked about Boyd leaving the Commission and replacing a chairperson. Bristow stated
since they are not likely to want a new chairperson and vice chairperson to be new members, they
might want to hold the election in June.
ADJOURNMENT:
Thomann moved to adjourn the meeting. Wagner seconded. The meeting was adjourned at 6:35 pm.
HISTORIC PRESERVATION COMMISSION ATTENDANCE RECORD
2022-2023
TERM
3/10
4/14
5/12
6/9
7/14
8/11
9/8
10/13
11/10
1/12
2/9
3/22
NAME
EXP.
BECK,
6/30/24
X
O/E
X
O/E
O/E
X
X
O/E
X
X
X
X
MARGARET
BOYD, KEVIN
6/30/23
X
X
X
X
X
X
X
X
X
X
X
X
BROWN,
6/30/23
X
X
O/E
X
X
O/E
X
X
X
O/E
O/E
X
CARL
DEGRAW,
6/30/22
X
X
X
X
--
--
--
--
--
--
--
--
SHARON
ECKHARDT,
6/30/24
X
X
COLE
KUENZLI,
6/30/22
X
X
X
X
CECI LE
LARSON,
6/30/24
O
O/E
X
X
X
O/E
O/E
O
KEVI N
SELLERGREN,
6/30/22
X
X
X
X
O/E
O/E
X
X
X
X
X
O/E
JORDAN
STORK, NOAH
6/30/24
O/E
X
O/E
X
X
X
X
X
X
X
X
X
THOMANN,
6/30/23
O/E
X
X
O/E
X
X
X
X
X
X
X
X
DEANNA
VILLANUEVA,
6/30/25
X
X
O/E
O/E
X
X
X
X
NICOLE
WAGNER,
6/30/23
X
O/E
X
X
X
X
O/E
X
O/E
X
X
X
FRANK
WELU-
6/30/25
X
X
X
O/E
X
X
X
X
REYNOLDS,
CHRISTI NA
KEY: X = Present
O = Absent
O/E= Absent/Excused
--- = Not a member