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HomeMy WebLinkAbout05-04-2023 Public Art Advisory CommissionPublic Art Advisory Committee Thursday, May 4, 2023 3:30 PM Emma Harvat Hall City Hall, 410 E. Washington AGENDA 1. Call to order 2. Introductions of members and public attending the meeting 3. Public discussion of any item not on the agenda 4. Consider minutes of the April 6, 2023 PAAC meeting 5. Discussion of City Council's Strategic Plan, Megan Alter, Mayor Pro Tern 6. Consider moving uncommitted Matching Grant funds to Art Maintenance 7. Staff updates 8. Adjournment If you will need disability -related accommodations in order to participate in this program/event, please contact Wendy Ford, Economic Development and Public Art Coordinator at 319-356-5248 or wendy- ford@iowo-city.org. Early requests are strongly encouraged to allow sufficient time to meet your access needs. Preliminary, p.1 Public Art Advisory Committee Mtg, 41612023 Minutes Public Art Advisory Committee April 6, 2023 Emma Harvat Hall Public Art Advisory Committee Members Present: Eddie Boyken, Juli Seydell Johnson, Andrea Truitt, Anita Jung, Dominic Dongilli, Scott Sovers (for Ron Knoche) Members Absent: Jenny Gringer, Jeremy Endsley, Steve Miller Staff present: Wendy Ford Public Present: none Call to Order Truitt called the meeting to order at 3:32 p.m. Introduction of members and public attending the meeting Since no public attended there were no introductions. Public Discussion of Any Item Not on the Agenda None. Consider minutes of the February 2, 2023 PAAC meeting. Juli Seydell Johnson moved, Dominic Dongilli seconded that the minutes from the February 2, 2023 meeting be approved. Motion passed (6-0). Score and determine fundina for 2023 Matchina Grant Proaram Ford displayed the applicants in a table to the Committee and sorted them on the average of scores given by Committee members. Eight of the nine committee members had sent in scores. The entries were sorted by highest average score and were color coded if additional information was needed. The two highest scores were from the Celebrating the Wonderful Westside project and the Open Air Media Festival at PS1. The was no concern about them and consensus to fund both at their requested amounts of $3,500 each. Seydell Johnson inquired whether we had funded projects that occurred on private property in the past, because the Poetry Alfresco project, with the next highest score, would utilize the front porches of several private residences, allowing the public to participate outdoors in front of the house. There was consensus that because it was accessible it would be okay and the group was reminded that at least one of the recipients last year was for a program indoors in a private property. The requested amount was $555. Preliminary, p.2 Public Art Advisory Committee Mtg, 41612023 Next on the list, the committee discussed the application for the Mural in North Market Square Park. Seydell Johnson would like to require a letter of support from the neighborhood and to have a final review of the design before it is painted, otherwise it seemed like a great project. There was consensus to fund the requested amount of $1,175. The South of 6 District mural project was discussed next. There was some concern that it, too, was on private property, however it was explained that it would on the exterior of the building on an outward -facing wall of the outdoor patio and be visible from the parking lot. Dongilli commented that the committee had talked about the need for public art in this area, but to date, had not had a location or project for it. There was consensus to fund the request $3,500 amount. The next project discussed was the You Are Enough Mural. Truitt noted it would be in an area that does not have a lot of art, other than the Resource Building's mural and that would be good. There was consensus to fund requested $3,280. Next the Plein Art Painting pop ups were discussed. Seydell Johnson said she'd like to see them partner with Parks and Rec to promote the program to increase awareness of the project. There was consensus to fund the $3,200 request. Family Folk Machine was discussed next, and there was some concern that the budget wasn't detailed enough and there wasn't any indication that they were changing, growing or doing something new and fresh. The committee discussed this one again later. Regarding the application to Erika Christiansen's candle making workshops, Anita said that she felt it was more a promotion for her business, and that children would be working with hot wax and that videos she would make may advertise her business and may/may not involve permissions of children's families. Another concern was that it seemed that her potential partners had not committed. Consensus was not to fund. Regarding Dustin Kelly's bench project, Seydell Johnson said she liked the idea and meaning of it but had concerns about the size of the bench and the locations mentioned for possible installation. Jung liked the piece but is concerned about the maintenance and she didn't like that there were no images included, not even a schematic drawing. Consensus was not to fund at this time. Regarding Aidar Ishemgulov's sculpture of Kurt Vonnegut, Truitt said she liked it but thought it would be best in the library and not on the front porch of his former residence. There was concern that there would not be enough space in the spots mentioned for the library. Dongilli had concern about it being a permanent gift and thought there should have been more thought given the location before applying for funds. Jung wondered how Vonnegut himself would feel about it. Seydell Johnson was concerned that it was already made, to which Jung added, makes this a 'sale' to the City. Dongilli mentioned this is the second piece desiring placement in the library, and that perhaps we should make policy about the location for pieces. Because of the location questions, there was consensus not to fund. Preliminary, p.3 Public Art Advisory Committee Mtg, 41612023 The Film Scene application was discussed next. There was concern that there was not an artist named or manufacturer determined yet. Jung said it feels more like an advertisement than art. Boyken agreed that it doesn't seem appropriate to fund advertising. The committee seemed to agree. Farrow Ulven's project was discussed next. It was noted that the budget did not include budget for plants. Jung noted safety issues and the fact that there were no good images included. She said he had done something similar in Minnesota, and that a photograph of that project would have been helpful. There were concerns that it would be a permanent gift. Seydell Johnson said City Park would not be good location, since there will be construction there in the next couple of years. Truitt said she likes the project, but we can't tell enough about it from the application. Jung cited safety concerns again. There was consensus not to fund. Discussion followed about M. Renee Vogt's Splatter Shack proposal and the fact that this project would be built entirely inside a small private, commercial property. Not everyone could use it — only those who are coming in to pay to paint ceramics. Jung noted this seems very individual and privately focused as opposed to true public art. There was agreement with the committee and consensus not to fund. The Renegade Nuns on Wheels project did not show much in the way of engaging the public. Truitt said it seems like this person may not be familiar with how grant programs work and Dongilli stated ours is not a residency program. There was consensus not to fund. Truitt said it was hard to consider the differences between evolved orgs like PS1 and individuals who apply. The engagement piece of our requirement seems hard to grasp for some and that is a key component. Perhaps there could be an emphasis on the importance of public engagement. Seydell Johnson commented that we had not used all the funds yet. She suggested the Family Folk machine should be funded, but they too should have some coaching about how to measure success. There was consensus to fund their request of $3,500. Discussion ensued around not funding all applications, but also noted some distinct shortfalls in the applications, such as incomplete or vague budgets, not enough engagement with the public, and lack of visual information provided about the projects. Sovers asked about using all the funding and perhaps spreading the remaining over the approved. It was noted that we had a max grant amount and shouldn't go over it. Ford noted we could use the remaining funding in maintenance of public art. Truitt affirmed that idea. Seydell Johnson moved to go forward with the awards as discussed. Boyken seconded. Motion passed 6-0. Preliminary, p.4 Public Art Advisory Committee Mtg, 41612023 Truitt commented that the application should more succinctly explain our expectations for public engagement, and for having permissions from appropriate city personnel who determine if a project can happen in a certain place or time, etc. Airport Mural update Ford gave some background on the artist selection process with the Airport Commission. We had received 24 responses to the RFQ. A subcommittee narrowed it down to 6 artists, which the Airport Commission then narrowed to three who were subsequently invited to present at a commission meeting. From those, Jenna Brownlee, from Clive, Iowa was selected. Ford showed the two concepts she had presented and said that the commission was going to choose the concept they prefer at their meeting April 13, 2023. Ford noted the agreement with the artist was made with the Airport Commission, since the mural will be painted on Airport property and because they will be raising the lion's share of the money for the mural. The PAAC's contribution is $8,000 and the budget for the mural is $38,400. The PAAC role is simply advisory at this point. Staff Updates Ford said the South District Bus Stop Bench project was off to a great start. This is the project for which we hired an artist mentor, Ray Michel who will work with Ethan Wyatt, an emerging artist. They put together a clever survey to get a feel for people's preferences in both color and style and have had about 40 responses to date. They have also attended a neighborhood meeting. Their next step will be to come up with 3 concepts to take to a neighborhood meeting where they hope to have a final design selected. After that, they will present to the PAAC. Regarding the possible Time Pieces acquisition, Elsworth Carmen, the Library Director, had reported to staff that the Library art committee reviewed, and has politely declined the acquisition offer, primarily due to size and concern for people not touching or climbing on it, and its connection to Iowa City, which they felt was limited. The committee suggested perhaps Project Art at the University of Iowa Hospitals and Clinics or the Iowa City Water Treatment Plant would be worth exploring. Ford will follow up on those ideas. The Sculpture Showcase promotions are ready to come out soon. Current sculptures will be removed at the end of July and the new ones will go up by August 7. Literary Walk. Ford said she had been in contact with Gregg LeFevre, the New York artist who designed the Iowa Avenue Literary Walk and will be getting answers on the best solutions to keep the Literary Walk in good condition. Black Hawk Mini Park plaque. Staff is still working to find out where Dawson is in his life journey. Anita suggested she may be able to take the low -resolution artwork we have from Dawson and redo it for the higher resolution needed (300 dpi in a 24 x 36 piece). Ford will send over the low -resolution image to explore that solution. Adjournment Sovers moved to adjourn, Dongilli seconded. Motion passed (6-0). Preliminary, p.5 Public Art Advisory Committee Mtg, 4/6/2023 Public Art Advisory Committee Attendance Record 2022-23 Name Term Expires 515122 6/2/22 717122 8/4/22 918/22 10/13/22 11/3/22 12i1/22 115123 212123 4/6122 Ron Knoche X. X X X X X* X X X X X* Juli Seydell- X X X X* X X X* X X* X X Johnson Steve Miller 12/31/23 X O/E OIE X X X X X X X OIE Eddie 12/31/24 X X OIE X X X X X X O/E X Boyken Andrea 12/31/22 X X X X X X O/E X X X X Truitt Dominic 12/31/23 X X X X O/E X O/E X 0 X X Dongilli Anita Jung 6/30/23 X O/E X X O/E O/E OIE O/E X X X Jenny 12/31/23 — — — — X O/E X X X X O/E Gringer Jeremy 12/31/22 — — — — X X O/E X X O/E O/E Endsley Key X = Present X* = Delegate attended 0 = Absent O/E = Absent/Excused --- = Not a member Strategic Plan FISCAL YEARS 2023-2028 Adopted December 2022 40-u-w.- �-1 _ Aa CITY OF 1OVVA, CITY UNESCO CITY 90TERATURF 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. 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. 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. 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 Jobs 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. 4 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 fairly flat 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. ^01- - - l 0 - - - - ^Oi- - fi* -- --1 - ----- 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. I M PACT 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. E 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 infiill areas next, expanded missing middle housing allowances, minimum density Services requirements, and streamlined approval processes Explore pilot housing projects utilizing tiny 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: • 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 system. Services and 7-24 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 Governor to 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 Manager's 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 FY26-28 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 Managers 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 Partner with Kirkwood Community College, Iowa City Community School District, Economic FY23-28 Iowa Labor 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 City's Self -Supporting Development and Municipal Improvement Districts and other commercial nodes, including City Manager's attaining a desired business mix that serves the surrounding neighborhood. Office Develop targeted marketing to promote Iowa City as a unique and attractive City Manager's FY26-28 place to do business. Office Develop a riverfront master plan in cooperation with the University of Iowa, City Manager's 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. is 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 throughoutthe 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. 16 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 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 Manager's 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 Managers 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 resourcing a Smart City initiative that prioritizes data -driven decision- City Manager's Office FY26-28 making through technology adaptation and data analysis. In - • • 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 Manager's 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 Manager's Office Implement increasingly relevant organization -wide training opportunities such as conflict City Manager's FY24-28 resolution and de-escalation training. Office Conduct comprehensive benefits review and implement changes based upon best City Manager's 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 Manager's FY26-28 workforce institutions. Office 20 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 Citys 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 Managers Office FY26-28 tax base (commercial, industrial, and residential). 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C o V coW pC W N >= W Y 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 � r CITY OF IOWA CITY UNESCO CITY OF LITERATURE E C I C GO'N EAST CENTRAL IOWA COUNCIL OF GOVERNMENTS V L s w •�""`� � � , yea CITY OF IOWA CITY UNESCO CITY OF LITERATURE CITY OF 1 O WA CITY MEMORANDUM Date: May 1, 2023 To: Public Art Advisory Committee From: Wendy Ford, Public Art Coordinator Re: Item 6 Consider moving uncommitted Matching Grant funds to Art Maintenance At the April 6, 2023 Public Art Advisory Committee meeting, the Committee reviewed and recommended funding 8 applications for Public Art Matching Grants, totaling $22,210. The budget for Public Art Matching Grants had been set at $30,000 for FY23, which left a remainder of $7,790. There was discussion at the April 6 meeting about moving the remainder into the Art Maintenance Fund, however, to make this decision official, it should have been considered separately as an item in a publicized agenda. Thus, agenda item #6 on the May 4, 2023 meeting.