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Home My WebLink About6 1 23 TRC Agenda Ad Hoc Truth and Reconciliation Commission Thursday, June 1, 2023 Regular Meeting 7 PM - Emma J. Harvat Hall 410 E. Washington Street AGENDA: 1. CALL TO ORDER 2. READING OF NATIVE AMERICAN LAND ACKNOWLEDGEMENT 3. APPROVAL OF MEETING MINUTES FROM MAY 4, 2023 4. PUBLIC COMMENT OF ITEMS NOT ON THE AGENDA COMMISSIONERS SHALL NOT ENGAGE IN DISCUSSION WITH THE PUBLIC CONCERNING SAID ITEMS. 5. PRESENTATION FROM COUNCILORS BERGUS AND DUNN ON THE CITY COUNCIL STRATEGIC PLAN 6. FOLLOW UP ON COMMUNICATIONS WITH THE ICCSD 7. NEXT STEPS ON PHASE ONE OF THE FACILITATOR PLAN 8. CORRESPONDENCE 9. ANNOUNCEMENTS OF COMMISSIONERS/STAFF THIS ITEM INCLUDES AN OPPORTUNITY FOR BRIEF UPDATES FROM STAFF AND COMMISSIONERS. COMMISSIONERS SHALL NOT ENGAGE IN DISCUSSION ON UPDATES. 10. ADJOURNMENT To encourage input from the public, the Commission intends to offer the opportunity to participate in the meeting remotely. However, this meeting is in-person, and those wishing to ensure their ability to participate should attend the meeting in person. If you instead wish to participate remotely, you may attempt to do so by joining the below link. Please note that the meeting link and ID for the first Thursday of each month is different than the link and ID for the third Thursday of each month. First Thursday Meetings https://us06web.zoom.us/webinar/register/WN_cMIaaV6cTxGwOlWu2- hFHg ID: 867 2424 8095 Third Thursday Meetings https://us06web.zoom.us/webinar/register/WN_lcIl8llPSRq1u0xPlL- 1Ew ID: 895 3695 0485 If you have no computer or smartphone, or a computer without a microphone, you can call in by phone by dialing (312) 626-6799 and entering the meeting ID when prompted. If you will need a disability-related accommodation to participate in this meeting call 319-356-5022 or email humanrights@iowa-city.org. Early requests are strongly encouraged to allow sufficient time to meet your accessibility needs. 1 May 5, 2023 Draft Ad Hoc Truth and Reconciliation Commission (TRC) Minutes Emma J. Harvat Hall, City Hall Commissioners present: Chastity Dillard, Wangui Gathua, Marie Krebs, Lauren Merritt, Kevo Rivera, Clif Johnson, Eric Harris (via Zoom), Sikowis Nobiss. Staff present: Stefanie Bowers, Redmond Jones. Meeting called to order: 7:08 pm. Reading of Native American Land Acknowledgement: Dillard read the Land Acknowledgement. Approval of Minutes from April 6, 2023: Rivera moved, and Merritt seconded. Motion passed 8-0. Public Comment of Items not on the Agenda: Mohamed Traore suggested the TRC adopt a mindset that prioritized solutions and offered further reading material. Traore finished his comments by urging the TRC to keep the youth in mind when considering outreach and decisions that will disproportionately affect Iowa City youth. Resignations: Traore expressed frustration with his inability to enact change as a member of the TRC. Traore advocated for the TRC and community to invest in local children and lamented the lack of available funding for the TRC. Traore thanked the TRC for its efforts. Dillard, Johnson, Merritt, Gathua, Krebs, and Harris individually thanked and praised the pair for their contributions to the commission and community. Rivera thanked the commission and reviewed their history with the commission. Rivera encouraged the TRC to continue to work toward bettering the community regardless of negative responses from the community. Debrief and Next Steps: Merritt praised the community’s passion the past Tuesday at the City Council meeting. Johnson expressed excitement toward the community’s eagerness to be involved. Gathua also expressed excitement before reflecting on her experience as a member of the TRC, emphasizing the need to focus on success. Manape LaMere praised the commission and empathized with the resigning members. Eduardo Gonzalez emphasized the need for continued work and stressed the need for resiliency. Dillard praised the presentation for its amplification of contributor voices. Dillard suggested working to make meetings accessible, making time for Strategic Planning, creating a healing process, and putting out a new release. Merritt suggested updating the website to better disseminate information. Merritt also suggested creating a structure for future meetings. Johnson suggested improving TRC-related advertising. Rivera suggested making outreach communications more concise and transparent. The TRC discussed possibilities for collecting community responses online. Rivera suggested fostering relationships directly with community members. Gathua and Johnson agreed and made further suggestions regarding where to facilitate meeting the community. 2 Jones outlined the communication process with contractors and the role of the TRC in this communication. Follow Up on Communications with ICCSD: There were no updates. Commission Announcements: Johnson thanked the City Council and announced an upcoming absence. Merritt announced her application to serve on the Community Police Review Board. Gathua invited the community an upcoming Community Get Together picnic. Dillard thanked Rivera for his commitment to the commission. Rivera announced AAPI Month and encouraged solidarity between BIPOC communities. Dillard announced the upcoming Coralville Asian Festival. Adjourned: 9:18 PM. City Board and Commission meetings are recorded and can be viewed in their entirety by visiting this link. AD HOC TRUTH & RECONCILIATION COMMISSION ATTENDANCE RECORD YEAR 2023 (Meeting Date) NAME TERM EXP. 1/5 1/19 2/2 3/2 4/6 5/4 5/18 6/1 6/15 Dillard 12/31/24 P P P P P P Gathua 12/31/24 A P P P P P Harris 12/31/24 P P P P A P Johnson 12/31/24 P A P A P P Krebs 12/31/24 P P P P P P Merritt 12/31/24 P P P P P P Nobiss 12/31/24 P A P P A P Rivera 12/31/24 P P P P P P Vacant 12/31/24 - - - - - KEY: P = Present A = Absent 5/5/2023 1 City of Iowa City Strategic Plan Overview 1.Introduction & Environmental Scan 2.Our Strategic Values 3.Our Strategic Impact Areas & Action Steps 4.Resources 5.How we get it done! Challenges & Opportunities •Increasing preemption of local control by State Legislature. •State property tax reform •Higher expectations yet diminishing trust in local government. •Persistent racial and income inequality challenges. •Workforce attraction needs & staff recruitment and capacity challenges. •Continued COVID impacts, general inflation and economic pressures. •Climate change and increasingly severe weather events. •Regional population growth and more demand for services. •Outdated facilities in need of remodel/replacement. •Significant influx of federal funding opportunities. 1 2 3 5/5/2023 2 “The best way to predict your future is to create it.” -Peter Drucker Values 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 (and the work we do as City leaders!). 4 5 6 5/5/2023 3 How will we know if we’ve achieved our vision for racial equity, social justice, and human rights? Our community celebrates and welcomes cultural diversity. Our community acknowledges and commemorates accurate historical cultural perspectives. Every resident understands how systemic inequities have disadvantaged some populations and have the skills to disrupt bias. Systemic barriers in policies, programs, and services are proactively addressed. We build partnerships that facilitate equal access and opportunity. Community decision-makers reflect the diversity of the community. Equity, inclusion, and belonging is clearly identifiable in all City operations and activities. Values How will we know if we’ve achieved our vision for climate action? The world looks to Iowa City to copy our innovative carbon-reduction strategies. Net-zero greenhouse gas emissions are achieved across all sectors. Every household is prepared for extreme heat, cold, and weather events caused by climate change. A bio-diverse environment is found throughout our community. Our children’s water, air, and soil quality is better than it was for us. Residents choose to take climate actions, such as riding the bus, shopping locally, and conserving energy. Health, safety, and sense of community are improved for all. Values How will we know if we’ve achieved our vision for partnerships and engagement? The public believe opportunities for public input are worthwhile and sincere. Public dialogue is respectful.Decision-making is transparent. Every resident is routinely reached by the City in a way that aligns with their preferred method of communication. Neighborhoods are a source of grassroots community-building and prosperity. Community stakeholders trust and openly communicate with the City. Public-private partnerships are common and a natural component of every solution. Values 7 8 9 5/5/2023 4 What are some examples of how you can carry out these values this board/commission? Impact Areas & Action Steps Note for Presenters: There is A LOT packed into these impact areas and action steps and could be overwhelming. Depending on your audience, consider: •Focusing on the impact areas and action steps most pertinent to your audience – hide the other slides. •The slides with specific action steps for each impact area have been automatically hidden. Please unhide if you wish to review any or all of these in your presentation. •If your audience either (1) is wholly focused on one impact area; or (2) has little role in most impact areas; add your own slides and content to really emphasize what matters or to help draw connections if it’s not apparent. 10 11 12 5/5/2023 5 Impact Areas 14 Vision Strategy Action Steps Vision: The Why Long-term & aspirational. Describes the kind of community we will create by carrying out our values & action plan. Strategy: The WhatLong-term & guiding. Provides general direction for the implementation of core services and strategic action items. Action Steps: The HowImmediate & actionable. Highlights pressing, high-impact items which will receive discretionary resources and require partnerships and collaboration to be execute by a specific timeline. Neighborhoods & HousingImpact Area: Iowa City is a collection of authentic, vibrantneighborhoods 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-minutewalk or bike ride. Neighborhoods are compactand socially diverse, with a variety of housing choicesand at least one place serving as its center. Permanent affordable housing choices are dispersed throughout the community. New higher densitydevelopment blends with existing buildings and shapes a comfortable, human-scale pedestrian environment. Public spaces are inviting and activewith people re-creating and socializing in parks, natural areas and tree-lined streetscapes, all enhanced with public art and placemakinginitiatives. Strategy #1:Update City Comp Plan and Zoning Code to encourage compact and diverse housing types & land uses. Strategy #2:Partner in projects that serve as models for desired future development. Strategy #3:Create inviting + active outdoor spaces with unique and engaging recreation offerings. Strategy #4:Address the unique needs of vulnerable populations and LMI neighborhoods. 13 14 15 5/5/2023 6 Neighborhoods & Housing Action Plan 16 Action Champion Target Explore legal steps to discourage or prevent bad-faith & predatory property investors. City Attorney FY23-24 Act on building actions in the Climate Action Plan, including TIF energy incentives, energy standards for height and density bonuses, and a climate action building permit rebate program.Climate Action FY23-25 Revamp the Neighborhood PIN Grant Program and evaluate discretionary funding for grassroots neighborhood & district projects. Communications FY23-25 Advance priorities in the 2022 Affordable Housing Action Plan & work with partners to undertake significant scale affordable housing efforts.NDS FY23-28 Seek out and approve residential TIF applications for infrastructure when the project provides public benefits. Consider a standard application of residential TIF for all new annexations to meet permanent affordable housing goals.NDS FY24-25 Initiate a Comp Plan update and subsequent Zoning Code review to more broadly incorporate form-based principles with an emphasison growth areas first and infill areas next, expand missing middle housing allowances, minimum density requirements, and streamlined approval processes.NDS FY24-28 Bolster financial support for homeless services and evaluate shifting towards shelter as a service model. City Manager FY24-28 Explore pilot housing projects using tiny homes, 3D printed homes, pre-fab or manufactured homes, net-zero homes, etc. NDS FY24-28 Expand the South District Homeownership Program to other targeted neighborhoods and consider adding relocation assistance. NDS FY26-28 Provide all residents with public open space within a 15-min. walk or bike ride using strategic agreements with local schools or partners. NDS FY26-28 MobilityImpact Area: 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 separate 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. Strategy #1:Expand the access and convenience of climate friendly and regionally connected public transit. Strategy #2:Design and maintain complete streets that are comfortable and safe for all users. Strategy #3:Grow and prioritize bike and pedestrian accommodations. Mobility Action Plan 18 Action Champion Target Fully evaluate the feasibility and funding sources needed for a zero-fare transit system. Transportation FY23-24 Develop a vision statement for a singular regional transit system with metro Johnson Co. entities and obtain initial commitmentsto study a regional system from each entity’s elected officials.City Council FY23-25 Install additional permanent charging stations for vehicles, bicycles, and electronic devices. Climate Action FY23-28 Identify additional opportunities for road diets, sidewalk infill, curb cut enhancement, and bike lane installation with a goal of at least two such projects each construction season.Public Works FY23-28 Explore opportunities to utilize the CRANDIC right-of-way for passenger rail, bus rapid transit, or pedestrian usage. City Council FY23-28 Consider an on-demand or subsidized voucher system for times and locations in which no fixed route service is available. Transportation FY23-28 Expand snow clearing operations at sidewalk corners in high-priority pedestrian areas, bus stops, and bike lanes Public WorksParks & Rec FY24-25 Secure federal funding for a relocated transit building that can accommodate future growth in service and electrification of the fleet. TransportationCity Manager FY24-28 Consider adding or retrofitting bike pathways that are separated from streets or protected by flexible bollards. Public Works FY24-28 Initiate and promote vehicle and bike-share/scooter programs.Transportation FY26-28 Expand the fleet of electric buses or other low/no emission technology vehicles each time a diesel bus is due for replacement and seek grants that can expedite the conversion.Climate Action FY26-28 Evaluate with the State of Iowa the possibility of a Burlington Street Road Diet using flex zones in non-peak hours. Public Works FY26-28 16 17 18 5/5/2023 7 EconomyImpact Area: 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. Technologiesdeveloped 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 wants to participate in the local economy cando so. Community members support each other by spending their money locally. Strategy #1: Reinforce Iowa City as a premier community to locate and grow a business. Strategy #2: Ensure appropriate infrastructure is in place for future business growth & development. Strategy #3: Cultivate a strong entrepreneurial and small business ecosystem with a focus on creating new pathways to success for systemically marginalized populations. Strategy #4: Build Iowa City’s image as the Greatest Small City for the Arts. Strategy #5: Strengthen the Iowa River’s role as a signature community amenity and tourism generator. Economy Action Plan 20 Action Champion Target Enhance access to affordable childcare for all populations through innovative partnerships with higher education, non-profits, and the business community.City ManagerNDS FY23-25 Using ARPA funds, execute on agreeable recommendations in the Inclusive Economic Development Plan, with a particular focus on actions that build long-term support and wealth building opportunities for systemically marginalized populations. City ManagerEconomic Dev.FY23-25 Partner with Kirkwood Community College, Iowa City Community School District, Iowa Labor Center, local trades and other stakeholders to provide meaningful career development opportunities, pre-apprenticeship and apprentice programs. Economic Dev.NDS FY23-28 Increase small business technical assistance to aid in the creation, success, and growth of home-grown businesses. Economic Dev.FY23-28 Create flexible incentives to support the top goals of Iowa City’s SSMIDs and other commercial nodes, including attaining a desired business mix that serves the surrounding neighborhood.Economic Dev.City Manager FY26-28 Develop targeted marketing to promote Iowa City as a unique and attractive place to do business. City Manager FY26-28 Develop a riverfront master plan in cooperation with the University of Iowa, Think Iowa City, and other stakeholders. City Manager FY26-28 Safety & WellbeingImpact Area: 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 nuanceddepending 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 regenerationare 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 rootswithin our community. Community members have safe, healthy indoor spaces and are well-prepared for climate-related changes. Strategy #1:Expand the access and convenience of climate friendly and regionally connected public transit. Strategy #2:Design and maintain complete streets that are comfortable and safe for all users. Strategy #3:Grow and prioritize bike and pedestrian accommodations. 19 20 21 5/5/2023 8 Safety & Wellbeing Action Plan 22 Action Champion Target Work collaboratively with Johnson County and other stakeholders to launch a community violence intervention effort in close cooperation with local law enforcement.Police FY23-24 Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. Police FY23-25 Leveraging ARPA funds, build capacity in local non-profits that will help ensure they are able to meet future community demands.NDS FY23-25 Consider and, where feasible, implement alternatives to routine non-emergent traffic stops. Police FY23-25 Build on the relationship with the University of Iowa College of Nursing to increase participation in the Healthy Homes Program.NDS FY23-25 Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a goal of 24-hour coverage by the end of FY28.Police FY23-28 Actively promote 988 throughout the year and ensure CommUnity Mobile Crisis has resources to meet community demands.City ManagerCommunications FY23-28 Continue critical exterior renovations to the Senior Center and continue progress on Senior Center Facility Master Plan recommendations.Senior Center FY23-28 Expand neighborhood-based programs such as mobile community social/recreation resources (fun patrol), nests, or micro-hubs for kids and teens.Parks & Rec FY26-28 Resources Resources: The tools to get it done! 1. Facilities, Equipment, and Technology •Invest in next-generation facilities + safe, healthy workspaces •Pursue high-performance governance •Reward technology &innovation 2. People 3. Financial •Establish the City as an employer of choice! •Build a diverse talent pipeline (staff & Board/Commissions) •Enhance engagement, welcoming, and inclusion •Grow the tax base, diversify revenue sources & leverage outside funding •Maintain healthy reserves and prudent debt strategy 22 23 24 5/5/2023 9 Alignment What’s Not in the Strategic Plan? 99% of our everyday work!Unexpected Challenges Timely Opportunities Major Ongoing Projects Questions? 27 25 26 27