council business plan

Council Business Plan 2021: Our Future Council, Our Future City

This plan cover 2021-2024. It will make sure we focus on our priorities and deliver real improvements.

• Download Our Future Council, Our Future City

• Insights & Analysis
• Nonprofit Jobs

Business Planning for Nonprofits

Business planning is a way of systematically answering questions such as, “What problem(s) are we trying to solve?” or “What are we trying to achieve?” and also, “Who will get us there, by when, and how much money and other resources will it take?”

The business planning process takes into account the nonprofit’s mission and vision, the role of the board, and external environmental factors, such as the climate for fundraising.

Ideally, the business planning process also critically examines basic assumptions about the nonprofit’s operating environment. What if the sources of income that exist today change in the future? Is the nonprofit too reliant on one foundation for revenue? What happens if there’s an economic downturn?

A business plan can help the nonprofit and its board be prepared for future risks. What is the likelihood that the planned activities will continue as usual, and that revenue will continue at current levels – and what is Plan B if they don't?

Narrative of a business plan

You can think of a business plan as a narrative or story explaining how the nonprofit will operate given its activities, its sources of revenue, its expenses, and the inevitable changes in its internal and external environments over time. Ideally, your plan will tell the story in a way that will make sense to someone not intimately familiar with the nonprofit’s operations.

According to  Propel Nonprofits , business plans usually should have four components that identify revenue sources/mix; operations costs; program costs; and capital structure.

A business plan outlines the expected income sources to support the charitable nonprofit's activities. What types of revenue will the nonprofit rely on to keep its engine running – how much will be earned, how much from government grants or contracts, how much will be contributed? Within each of those broad categories, how much diversification exists, and should they be further diversified? Are there certain factors that need to be in place in order for today’s income streams to continue flowing?

The plan should address the everyday costs needed to operate the organization, as well as costs of specific programs and activities.

The plan may include details about the need for the organization's services (a needs assessment), the likelihood that certain funding will be available (a feasibility study), or changes to the organization's technology or staffing that will be needed in the future.

Another aspect of a business plan could be a "competitive analysis" describing what other entities may be providing similar services in the nonprofit's service and mission areas. What are their sources of revenue and staffing structures? How do their services and capacities differ from those of your nonprofit?

Finally, the business plan should name important assumptions, such as the organization's reserve policies. Do your nonprofit’s policies require it to have at least six months of operating cash on hand? Do you have different types of cash reserves that require different levels of board approval to release?

The idea is to identify the known, and take into consideration the unknown, realities of the nonprofit's operations, and propose how the nonprofit will continue to be financially healthy.  If the underlying assumptions or current conditions change, then having a plan can be useful to help identify adjustments that must be made to respond to changes in the nonprofit's operating environment.

Basic format of a business plan

The format may vary depending on the audience. A business plan prepared for a bank to support a loan application may be different than a business plan that board members use as the basis for budgeting. Here is a typical outline of the format for a business plan:

• Table of contents
• Executive summary - Name the problem the nonprofit is trying to solve: its mission, and how it accomplishes its mission.
• People: overview of the nonprofit’s board, staffing, and volunteer structure and who makes what happen
• Market opportunities/competitive analysis
• Programs and services: overview of implementation
• Contingencies: what could change?
• Financial health: what is the current status, and what are the sources of revenue to operate programs and advance the mission over time?
• Assumptions and proposed changes: What needs to be in place for this nonprofit to continue on sound financial footing?

More About Business Planning

Budgeting for Nonprofits

Strategic Planning

Contact your state association of nonprofits  for support and resources related to business planning, strategic planning, and other fundamentals of nonprofit leadership. 

Additional Resources

• Components of transforming nonprofit business models  (Propel Nonprofits)
• The matrix map: a powerful tool for nonprofit sustainability  (Nonprofit Quarterly)
• The Nonprofit Business Plan: A Leader's Guide to Creating a Successful Business Model  (David La Piana, Heather Gowdy, Lester Olmstead-Rose, and Brent Copen, Turner Publishing)
• Nonprofit Earned Income: Critical Business Model Considerations for Nonprofits (Nonprofit Financial Commons)
• Nonprofit Sustainability: Making Strategic Decisions for Financial Viability  (Jan Masaoka, Steve Zimmerman, and Jeanne Bell)

Disclaimer: Information on this website is provided for informational purposes only and is neither intended to be nor should be construed as legal, accounting, tax, investment, or financial advice. Please consult a professional (attorney, accountant, tax advisor) for the latest and most accurate information. The National Council of Nonprofits makes no representations or warranties as to the accuracy or timeliness of the information contained herein.

• Business Plan

Clifton Community Council Business Plan

Clifton Community Council Business Plan is flexible document to help guide the business of the Council and how the Council will contribute to local, district, county and UK wide priorities.

The Business Plan informs the Councils budget setting and financial strategies and is an essential tool for planning and delivering services now and in the future.

We have refreshed the Council Business Plan which was approved by the Council in 2020 and work will commence on the 2024 - 2027 council business plan in early 2023

The Council Business Plan  can be viewed via the following link:  Council-Strategic-Plan-2020-2024

• Council & Democracy
• Council Corporate Plan

What is the Corporate Plan?

The Corporate Plan sets out Councillors' aspirations for the Council and the principles we will work to over the next four years. The plan contains objectives which we believe will address points of concern within the community and enable the islands to thrive. These objectives are not intended to capture everything the Council does. Instead, they are projects or goals which are carried out alongside the day-to-day activities of the local authority. You can read the most recent Corporate Plan in full below, or download the PDF version attached.  

Corporate Plan 2022-2026

How was this corporate plan created.

Councillors began the process of writing this Corporate Plan in June 2021. They set out their ideas for what should be kept from the previous plan, what should be adjusted and what should be added for the next 4 years. 

The Council carried out a public consultation from 22 November to 22 December 2021 to see if there was support for this thinking. This resulted in the analysis of 268 survey responses, including more than 1636 comments from residents of the islands. Councillors considered all of these responses before making their final decisions on what to include in this plan. You can read more about how this data was used in the report and appendices taken to Full Council in February 2022 . 

This work has enabled us to be confident that this plan has taken a range of opinions into account and sets the tone for the Council's work with the community over the next 4 years. 

Keeping in touch

Following the consultation, we’re keen to keep the conversation going. You can always contact your Councillors directly via the contact details provided on our website

Our Objectives

Following public consultation, Councillors have set the following objectives for the period 2022-2026:

We think everybody living on Scilly should have an affordable, good quality place to live and we want to continue to play our part in finding solutions to housing needs.

OBJECTIVE 1 Ensure a minimum of 30 new affordable homes [1] are built to help support local need. [2]

OBJECTIVE 2 Update the housing allocation policy to ensure we are doing everything we can to better match the needs of tenants and improve options for those willing to move according to a change in their needs.

OBJECTIVE 3 Protect residential housing on the islands by enforcing current rules and asking government to amend legislation.

Climate change and waste management

Following the school's 'Strike for Climate' petition in 2019, we declared a Climate Emergency and committed to becoming a carbon-neutral organisation by 2030. We have also recognised the threat that climate change poses to our islands and are committed to helping our community adapt.

We have also recognised the need to consult off-island communities on how waste is collected and managed.

OBJECTIVE 4 Achieve a 75% reduction in carbon dioxide emissions produced by the Council relative to 2019 levels. [3]  

OBJECTIVE 5 Complete a programme of dune restoration and coastal protection on the islands. [4]

OBJECTIVE 6 Achieve a minimum Energy Performance Certificate rating of 'C' in all Council-owned homes. [5]  

OBJECTIVE 7 Seek funding to support businesses and residents to adapt to climate change and reduce their carbon emissions.

OBJECTIVE 8 Consult the off-island communities on their waste collection needs.

Transport and highways

In 2021 we secured government funding to bring major improvements to our shipping transport system and can now begin the work which will result in the delivery of the high-quality passenger and freight services which have been on the community’s wish list for many years.

We also want to ensure people can move around the islands safely, so have committed to improving our pavements and tackling traffic issues. 

OBJECTIVE 9 Oversee the delivery of the Levelling Up Fund bid objectives, which include:

• Working with partners, including the Isles of Scilly Steamship Group, to improve island travel and freight for residents and visitors alike
• The acquisition of 3 new shipping vessels
• The completion of harbour works to support the vessels and meet accessibility requirements.

OBJECTIVE 10 Make it easier for pedestrians to walk around St Mary’s by improving pavements and making them safer and more accessible for all.

OBJECTIVE 11 Tackle traffic management, road safety and parking on St Mary’s, focussing on problem areas such as the industrial estate and Hugh Town.

OBJECTIVE 12 Reduce the number of registered vehicles on St Mary’s by 5% (relative to 2020) by reducing the need for people to own them. [6]

Community wellbeing and fairness

We want to ensure that people living on Scilly continue to have access to services that support their care, wellbeing and personal development. 

We also think it's important that everybody contributes fairly to all services and that the few recurring nuisance issues we have on Scilly are dealt with effectively.

OBJECTIVE 13 Complete the project to combine health and social care services on the islands. 

OBJECTIVE 14 Assess whether a new community swimming pool could be provided.

OBJECTIVE 15 Redevelop the Town Hall for use as a museum and cultural centre.

OBJECTIVE 16 Ask the government for a change in the law to ensure that owners of second homes must contribute fairly through Council Tax or Business Rates.

OBJECTIVE 17 Support island-based businesses to offer apprenticeships and training programmes on the islands and lead by example in doing the same for our own workforce.

OBJECTIVE 18 Tackle public nuisance issues, such as excessive noise and dog fouling by working with the community and considering restrictions and enforcement options where necessary.

Our Council

We want to be a local authority you trust. This means being transparent in everything we do and helping you to better understand how we make the decisions we make. Making our information easy for everyone to find and understand is crucial and we want to be more responsive to your feedback. Our services and facilities must be fit-for-purpose and work for the whole community. 

We must also ensure that the Council is funded in a way which allows us to achieve our aims and plan for the long term.

OBJECTIVE 19 Make it simple for our customers to find out who to contact and when they are available, and ensure that our workforce is able to provide face-to-face or over-the-phone customer service where appropriate. [7]

OBJECTIVE 20 Make the Council’s website easier for everyone to use and enable customers to book and pay for services online.

OBJECTIVE 21 Make the case to government for funding arrangements for the Council that better reflect our island context and the range of services that we must offer.

OBJECTIVE 22 Have an agreed corporate property strategy in place and a 5-year delivery plan to ensure that our estate is fit for purpose, energy efficient, well maintained and achieves value for money.

OBJECTIVE 23 Commit to a plan for the site of the old museum flats.

Promises to our community

We are making the following promises to our community because we believe they are at the heart of what you expect from your Council and should therefore underpin all of our decision-making. These promises will be embedded into our reporting processes to ensure Councillors make all decisions with them in mind. Wherever decisions deviate from them, an explanation of why this is the case will be provided.

We must always ensure that:

• We retain our independence as a local authority
• We retain on-island residential care
• We support independent living
• We retain a viable airport and transport infrastructure 
• We retain a viable on-island Fire and Rescue service
• Children and adults in need of care and support are safeguarded
• We continue to enable all children and families to access any help they need at the earliest stage and in the easiest way possible.
• The needs of children with Special Educational Needs and Disabilities are met
• We deliver on the objectives of, and apply the policies in, our Local Plan.
• We prioritise projects which demonstrate clear community benefit and keep our community updated on them
• We maintain our buildings and facilities to a high standard 
• We balance the needs of the islands with the urgent need to reduce carbon emissions
• Performance management is visible and good audit trails are enabled
• Council decision making is transparent and can be understood by the whole community
• We provide excellent customer service

We also promise that the decisions we make will aim to protect and, where possible, enhance the following:

• Our reputation as a trusted organisation 
• On-island employment 
• The character of the islands 
• Our islands’ terrestrial and marine biodiversity
• Our islands’ historic environment
• The Isles of Scilly Area of Outstanding Natural Beauty
• The availability of genuinely affordable housing

Footnotes to the Corporate Plan 2022-2026

[1] Affordable housing is defined as housing for sale or rent, for those whose needs are not met by the market (including housing that provides a subsidised route to home ownership and/or is for essential local workers). A full definition of this term is available in the National Planning Policy Framework, Annex 2: Glossary (source: https://www.gov.uk/guidance/national-planning-policy-framework/annex-2-g... ).

[2] Local housing need as defined in the Council of the Isles of Scilly Local Plan (2015 - 2030), policy LC2 Qualifying for Affordable Homes (source: https://www.scilly.gov.uk/planning/planning-policy/local-plan-2015-2030 ).

[3] This footnote will be updated to show how far the Council has progressed towards its ‘carbon neutral organisation by 2030’ target in March 2022. Providing this value will give a better indication of the reduction to be achieved over the 4 year period

[4] You can find out more about the programme of climate adaptation work being undertaken on the islands at the following link: scilly.gov.uk/environment-transport/climate-emergency/climate-adaptation-scilly

[5] An Energy Performance Certificate contains information about a property’s energy use and typical energy costs and recommendations about how to reduce energy use and save money. An EPC gives a property an energy efficiency rating from A (most efficient) to G (least efficient) and is valid for 10 years. You can view an example of an EPC at the following link: assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/5996/2116821.pdf

[6] Based on figures for 2020 where 874 vehicles were registered for St Mary’s. A 5% reduction amounts to 44 vehicles. ‘Registered vehicles’ is our best estimate of the number of vehicles on the roads but is not a perfect metric as some vehicles may be registered at a mainland address, but used on the islands, and vice versa. There are also a large number of SORN vehicles on St Mary’s (228): these are vehicles which have been officially taken off the road. Many of the Corporate Plan consultation responses called for a new community bus service. We can confirm that we will be exploring this proposal as part of the delivery of this objective.

[7] Many of the Corporate Plan consultation responses called for higher value to be placed on Council reception points and face-to-face customer service. We can confirm that we will be exploring this proposal as part of the delivery of this objective. 

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• Business Type
• Business Plan for Council

Council Small Business Idea and Business Plan

Starting your own small business in the UK isn’t easy but having a properly developed business plan will help you achieve success.

To start a Council business in the UK, take the time and explain the idea via a business plan.

Understanding all of the aspects of the business idea will be the key to getting the Council business running like a well-oiled machine. The business plan you develop will help you organize the elements needed into a strategy that you can actually use to startup, by paving a clear road map as to what you need to follow for the lifespan of your business.

Starting a Council business isn’t easy, but when done right, it can lead to a lot of success.

To help you get started, you can use the free business plan builder tool to develop your own Council business plan.

The business plan template is very easy to use, is interactive and will quickly and easily help you create your business plan just by answering the needed questions about your small business idea.

Create your own Council business plan for free using the Business Plan Builder

The free business plan template builder is divided into a few easy to follow steps.

The free business plan builder template is provided by UKStartups.org to help you develop your own business plan. For step by step guidance, see the 5 steps below.

Once completed, the result will be a clean, professional plan that will help you start your own Council small business in the UK.

When you have completed your Council business plan, the next step will be to find available funding that will help, or to speak with a funding adviser who will assist you each step of the way to securing the needed funds to make your Council business startup.

If you are looking to limit your startup costs when starting up a Council small business in the UK, this free business plan builder tool will be it.

Starting a Council business is only one of the ways others have used this free business plan tool. There are hundreds of different ideas you can start, and if you need guidance, do reach out to a UKStartups expert to get the needed assistance and guidance.

Step 1. Your business information

To develop a proper Council business plan with the free business plan builder template, it is important to answer each of the questions about your business to the best of your abilities.

What is your business? What are the products/services you provide? Who are your customers? What are your goals…etc?

Having a clear explanation will help you create a in-depth business plan that you can actually use to start the Council business and to apply for needed funding to cover your startup costs.

Step 2. Projecting your revenues/income

The Council industry can have great results. Planning and projecting the financial figures to approximate what you will make each year is crucial to building a strong business plan.

What do you think your business will make from each of its products/services? Simply list your products/services, enter the appropriate financial figures (costs and expenses).

If you don’t have the figures, in many cases it is recommended to do a a bit more research on other Council businesses locally and within your own region to get an idea of potential revenue. You can do your best to estimate the figures and growth potential.

If you need assistance in projecting, you can always contact UK Startups funding experts for the help.

Step 3. Your business market

As a Council business, having a clear explanation of the market and industry that you are in will help you plan for the figure and will ensure you can take the business to the next level.

Explain your location of business, share specifics about your customers, showcase your competition and explain the advantages you have over your competition.

Step 4. The future plan

Starting your own Council business and getting it off the ground is important to you.

No matter if you’re planning on applying for government funding for your Council business or not, it is important to plan out the future and provide an explanation of how you will grow the business. This means explaining your marketing plan, your sales strategy and clearly outlining a growth plan for the next few years.

Be sure to break this down step by step to show how you intend on making sure your Council business can grow each year.

Keep in mind that often business plans are focused on key people. Be sure to discuss yourself, your role and any other key figures in the business as well.

Step 5. The financials

In the end, it all comes down to the financials. If you are seeking funding, or not – the business plan you develop needs to have clearly defined financials or projections. The business plan builder tool makes it easy to develop your financial charts by simply entering your expected revenues per month and year. If you don’t have the figures as it’s a new business be sure to project the figures based on your expectations. If you need help with this, ask the UK Startups experts .

A clear breakdown of your funding needs is also recommended in case you are seeking funding and this free business plan template will help you with exactly that. When developing your Council business plan using this free template, the above 5 steps are recommended in order to succeed. While there are other key points that will assist you in starting your business, finding funding...etc, the free template will help put you on the right path

Be sure to request a professional to review your business plan , to answer any questions you may have and to help you with the funding search once you’ve done the initial free template. You can request this directly via UKStartups.org and through the Small Business Startup Platform as a member.

If starting a Council business is just one of your ideas, perhaps considering other options, here are some popular small business’s others have chosen to startup

• Gourmet Grocery Store
• Emergency Training
• Evangelical Church
• Sightseeing Tour Agency
• Breakfast Restaurant

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Council Business Plans Samples For Students

10 samples of this type

Do you feel the need to examine some previously written Business Plans on Council before you begin writing an own piece? In this open-access collection of Council Business Plan examples, you are provided with an exciting opportunity to examine meaningful topics, content structuring techniques, text flow, formatting styles, and other academically acclaimed writing practices. Exploiting them while crafting your own Council Business Plan will definitely allow you to finish the piece faster.

Presenting superb samples isn't the only way our free essays service can help students in their writing ventures – our authors can also create from scratch a fully customized Business Plan on Council that would make a genuine foundation for your own academic work.

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Market Segmentation 7

4. Strategy and Implementation Summary 9

Marketing Strategy 9

Pricing Strategy 9 Promotion Strategy 10 Sales Strategy 11 Sales Forecast 11 5. Management Summary 13

Organizational Structure 13

Personnel Plan 13 6. Financial Plan 14

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More From Forbes

What every new business owner should know: 6 tips from a financial advisor.

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Founder and Financial Advisor of DBHW Wealth Partners a leading independent wealth management and tax and accounting firm in Texas.

Financial planning is a crucial aspect that demands careful attention when starting a new business. As someone who has gone through this journey myself, I vividly recall the early days of launching my first business when I heavily relied on the advice of others.

Before my accounting and financial planning journey began, I owned and operated a Venus de Milo exercise salon for women in my community. I soon realized that only some people are qualified to provide valuable input. Looking back, one of my biggest regrets was not seeking the guidance of a financial advisor who could have influenced the pivotal decisions affecting the success of my business.

With those lessons in mind, here are some essential tips to help you succeed.

1. Find A Mentor

Securing a mentor during the early stages of your career and business is crucial, especially for entrepreneurs like us. I recommend seeking someone who has experienced the highs and lows of running their own business in a similar industry. A mentor of this nature can provide invaluable insights, guidance and support, helping you navigate common pitfalls and make well-informed decisions.

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If finding a mentor proves challenging, don’t hesitate to put yourself out there and engage with local networking groups or your community’s Chamber of Commerce.

2. Create A Business Plan

When it comes to certain aspects of your life, it’s often best to take matters into your own hands and just get to work—such as mowing the lawn or completing that backyard project you started. When it comes to navigating the financial aspects of your business, however, you should first clearly define your goals and each step along the way to help you get there.

Starting a business involves crucial steps, such as registering your business name, obtaining a tax ID, choosing a business structure and acquiring any necessary permits and licenses. While these steps are all part of the process, creating a comprehensive business plan is vital for success.

There is no right or wrong way to create a business plan, but it is advisable to document it, print it out and share it with other leaders or have a financial advisor review it to ensure you are on the right track. They can assist you with questions related to cash flow budgeting, payroll practices, setting up retirement plans, debt reduction strategies and financial statements. Most importantly, they can introduce you to bankers, attorneys, real estate agents and other local resources that can potentially benefit your business.

3. Plan For Taxes

In our profession, it is unfortunately all too common for business owners to start looking for tax deductions only after receiving their tax bill. By then, however, it is often too late to make meaningful changes for that tax year. Despite this, some owners need help to take advantage of potential deductions before the next fiscal cycle. This is precisely why tax planning is crucial for small-business owners. Fortunately, the SECURE Act 2.0 brings some exciting news.

With this law, which was passed in late 2022, small-business owners can more easily offer retirement plans to their employees, thanks to simplified procedures and requirements. SECURE Act 2.0 introduces changes to numerous tax provisions, such as increasing the startup credit for administrative costs for new retirement plans, that can significantly benefit small businesses.

4. Invest In Marketing

Marketing is not just an expense but an investment in your business’s success. Even if you have a great product or service, your business may struggle to thrive without effective marketing. In the early stages of my career, my wealth management firm understood the importance of investing wisely in marketing strategies aimed at reaching our target audience.

For example, we have invested in working with a marketing agency to help us develop custom marketing content such as blogs and newsletters that come from advisors on our team. We actively collaborate with them on this content so that we are keeping our clients and audience informed at all times.

It’s crucial to conduct thorough research and assess what type of marketing approach best fits your needs and your community’s needs to foster consistent growth for your business. With a wide range of options, from social media advertising to content marketing, choose the strategies that align with your business goals to maximize success. In my experience, researching your competitors and working to find out how you can be a differentiated asset in your community is vital.

5. Focus On Culture

Creating a strong company culture is key to retaining top talent and fostering a positive work environment. While investing in young staff without much experience may seem risky, my experience has shown that investing in their development pays off. We have seen great results by providing thoughtful training and shaping staff into the employees we need.

Open communication, rewarding hard work and investing in employee development are all important aspects of building a successful team. That’s why we host an annual retreat focused on continued education and employee engagement every year. I can tell you, after 40 years of owning my own business, it’s pivotal to provide a culture that leads to engaged and satisfied employees who will contribute to your business’s success. Your staff should be one of the largest parts of your business’s growth plan, as they can act as champions for your business.

6. Think Long Term

While you may be caught up in the day-to-day operations of your business, remember to think about the long term. It’s not the end-all-be-all by any means in the first couple of years of building your business, but it’s key to consider important aspects such as your own retirement planning, succession planning and exit strategies in case something were to suddenly happen to you.

You are not going to live forever, and you might find that you don’t have children or grandchildren to whom you can leave your business. I advise working with a local attorney to identify potential successors, whether a family member or someone else in your business or community.

Lastly, determine the value of your business in different stages of its life cycle, which you can do through buy-sell agreements to avoid disputes and ensure a smooth business succession transition.

Remember: You’re not alone on this journey, and with the proper financial guidance, you can continue to build your business.

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Des Moines says no to seven-apartment home conversion in changing River Bend neighborhood

Plans to lease seven apartments in a converted single-family home are on hold after residents of the historic River Bend neighborhood called for the Des Moines City Council to respect their wishes for a lower-density solution.

The council's vote Monday was unanimous. Newly elected member Chris Coleman, whose Ward 1 includes the neighborhood, said the project was "not right" for the area.

The 2½-story house at 1900 Arlington Ave. had been converted from single-family to multiple-household use at an unknown date, according to records at the Polk County Assessor's Office. When Starlink LLC, a subsidiary of the Des Moines-based Credo Capital, purchased the circa 1906 property in April 2022 for $715,000, it had three tenants on the first floor.

More: 9-acre park on Des Moines River will feature platform for downtown skyline viewing

Starlink began remodeling the second and third floors for additional units, wrapping up work in December while it moved to evict the existing tenants.

The company, which owns three other properties in River Bend, learned in May that the property had defaulted to single-family use after a rent certificate expired, Starlink representative Becky Hui told the city. Since then, Starlink has met with neighbors, consulted with an engineer and looked into applying for a Community Development Block Grant to help pay for work that would improve the property's curb appeal in hopes of winning approval for continued multi-family use.

Previously: 'I don’t need them in my backyard': Neighbors push back against group home in Beaverdale

The roof, siding and windows may need replacement, Hui said, and it also my be necessary to landscape the property and clean up its parking lot.

"I have given it my all in trying to come to a consensus," she told the Plan and Zoning Commission in October. "I still don't think single-family is the best use, given the funds. I know that's the 'want,' but I don't know if that's feasible."

She offered to sell the property for $300,000 to anyone interested.

The commission considered a measure that would recommend the council permanently rezone the property for multi-tenant use, with the city staff suggesting it should be approved but for only five units. The vote was 5-5 and the recommendation failed to advance.

River Bend neighbors against added density

At Monday's council meeting, tenants of Starlink's next-door property on Arlington ― a street with a mixture of multi-family houses and restored riverfront residences ― spoke in favor of their landlord, saying the company had made updates to their building since buying it last year.

But another neighbor, Diana Rezac, told the council the street already was oversaturated with rentals. Between apartment complexes and six houses converted into multi-tenant buildings, there are 95 rental units in the vicinity, she said.

"I am not questioning the rental company. I am questioning whether we should have another seven rentals within a block of my house," Rezac said.

More: Development news: A modern-day Des Moines streetcar system imagined

Kathy Hellstern, a representative of the River Bend Neighborhood Association, said the majority of its board believed the property should not be rezoned. She said the 1992 River Bend Neighborhood Action Plan calls for a reduction in density to help revitalize the area and recover from decades of disinvestment and negligent landlords.

Time-limited rental certificates were issued for existing multifamily house as a tool to give dense neighborhoods a chance to stabilize. The one for Starlink's house expired in 2022, city records show.

"No one is suggesting removing multifamily units from River Bend entirely," Hellstern said. "But allowing this rule to do what it was intended to do on a small and deliberate scale will continue to aid our neighborhood in its recovery."

City Council asks Starlink to present a different plan for 1900 Arlington

Coleman said he'd wrestled with the River Bend Historic District's guidelines as a former at-large council member, but he thanked community members for educating him on the downsides of multi-tenant conversions.

He invited Starlink to work with the city's Zoning Board of Adjustment to find a solution doesn't require exterior staircases for the additional apartments.

More: Des Moines City Council butts heads over development agreements in first meeting since election

"I hope we can find the right kinds of projects to work on," Coleman said. "That said, this is not the right project."

Addison Lathers covers growth and development for the Des Moines metro. Reach her at [email protected] and follow her on Twitter at @addisonlathers.

Council slams 'ghetto' affordable housing plans

The masterplan for the Dallington Grange housing development - the area on the south border highlighted in pink is to contain a group of 100 affordable homes

• Published 24 November 2023, 06:20 GMT
• Updated 7 hours ago

A Northamptonshire council has slammed plans for what they called a "ghetto" of 100 affordable homes in a housing estate.

Permission was originally granted by the now-defunct Northampton Borough Council for the outlined plan of up to 3,000 homes to the north-west of Northampton town centre.

In a meeting on Tuesday, an application to approve 237 homes included only 16 affordable houses, which falls below West Northamptonshire Council's current policy of 30% affordable housing.

Permission was granted to lower the rate to 10%. However, since the 16 homes equated to roughly 6%, a group of affordable properties will be at the south of the new Dallington Grange estate.

Councillor André González De Savage said he was “not happy at all” about the provision of affordable housing being “shoved” into a “corner somewhere”.

In the meeting, he added: "We need to create communities and not ghettos - we desperately need the [affordable] homes now."

The proposed group of 100 affordable houses will be delivered prior to the occupation of 300 houses in the whole Dallington Grange estate.

Councillor Bob Purser said: “I really cannot support another application that doesn’t provide affordable housing, let alone social housing which is equally important.”

The application for the 273 homes on the north border of the site was approved and the possibility of getting the 100 affordable homes delivered earlier is being explored.

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New homes planned for derelict shoe factory site

• Published 5 November

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