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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, c C �(• !) �'. �- pPmamiwa�xarco.�roi,r, ao� C 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. ®� lowa City 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 qw 1!� �'� .� � - CITY OF I UNESCO CITY L 3.N 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. _c G 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 L 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). 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Y v > 'c a u N a vet p v D a a o L 19 a a U A a r O n t iu t Y m a ?7v m Y cG n 1° n v 'aa-+ r 'c U O c m L '0 v_ O v =^ Eno �' 3 �i on« c m J a d m t0 E c 'u c nC o m� m o-o m p z rt a u L d W N U O v p G 12 O m w L O a v a 0 V c N w C c O O N L Y O J N O O O A NJ "o N c U n V o a any n �`m a on u'.va u E 3 E w uN D V Q n <0 E` m y v O a O C. mt gun o-a S no E L a a n u> p �3 boa a tp U N u £ O J N u L U N O E E N ,x •� m L c Q r o a 3�a = =ate aC ' now-� Nz a c a C N«= a O 'p a u O �n 00 L J non C> L m E." j j N 3 u o v 00 Ln N X X X X X X X X X X x x x x x x x x x x x x x x x x x x x O —^ N pc a o me a n a u o u J c E a c z o E u c o > 0 L O O C E a ✓ V V �y p N O O .o E r ur No m aJ u° Ea am vE o0 u a m aE M uu Z o — a o m a v a s « ca +•�E nE Nc Lul o �" ¢ v« a �y c 2 3 a o o`o m W O C U c m w � Q 3 O E fr C w✓ L— W� J '� C� 3 to >'u L' ca ap- �p xE wo v� o° u O L C a L m « v` a O r` E E= w O Z U W �p E p G 3 c 01 m o Eo y n s a c12 u o Y u m > i w o u a« o 0 o a u a 3 3 S o c f 5 to N 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