HomeMy WebLinkAboutECICOG - DRAFT Prioritization Summary Report - 5-year Strategic PlanJs
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PRIORITIZATION SHMMARY REPORT
5 -YEAR STRATEGIC PLAN
CITY OF IOWA CITY
EAST CENITRAL IOWA
OU NC L OF GOVERN ENTS
OUR REGIONAL PLA WING A ENCY
September 2022
ROCESS AND PURPOSE
The 5 -year strategic plan outlines the vision,
strategies, and short-term goals for Iowa City,
while advancing larger objectives identified
through the All in Vision 2030 for Johnson County
and Envision East Central Iowa planning
processes.
The City's existing strategic priorities, developed
over the several years, served as the foundation of
the strategic planning process. Drawing upon
previous planning work and studies, the City
Council and City staff leadership team engaged in
an iterative 6 -month process to brainstorm and
refine the components of the strategic plan.
Draft Strategic Plan to City
within two weeks of Council
Prioritization Review and
Refinement
Council Prioritization
Review &
Refinement
Mission / Vision / Values
Comprehensive Plan
Strategic Plan
Capital Improvement Plan
Annual Budget
Department Work Plans
Individual Work Plans
11111111.1 Council 1:1
Interviews
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PROCESS
September 8
3-4 hours
Council
Prioritization
Homework
March
60 minutes each
Staff
Environmental
Scan
Visioning
Long-term
Community -driven
Transition from
Vision to Action
Operational
Short-term
Staff -driven
April 15
1-2 hours
Council
Strategic Planning
Session
Staff Reboot and
Brainstorm
June 17
4 hours
May 18
4-6 hours
1
NVIRONMENTAL SCAN
The Environment 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 action at the state level have reduced 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, community members
increasingly expect the 24/7 service experience they have grown accustomed to online.
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 flexible work
arrangements and benefits, as higher pay.
INFLATION
Continued inflation will place additional pressure on the City's budget and may impact the area
economy in unexpected ways.
2
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
color may help propel future growth and opportunity as they establish roots in the community.
FEDERAL FUNDING
The City received $18,325,190.00 in American Rescue Plan Act (ARPA) funds to advance its
strategic plan. In addition, several new state and federal grants are available through utilizing
ARPA and the Infrastructure Investment and Jobs Act (IIJA) funding.
CITY OPERATIONS
FINANCIAL HEADWINDS
Property tax reform, depressed development following COVID-19, and the phase out of
commercial tax backfill means that the City will facing 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 in expected to be fairly flat.
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 has
strained ability of staff to meet serve service demands. Signs of staff burnout are present.
OUTDATED FACILITIES
Several City facilities have not grown or been
remodeled to meet the service demands of an
expanding population and workforce.
IOWA CITY AND THE UNIVERSITY OF IOWA ARE
TIGHTLY CONNECTED. SIGNIFICANT CHANGES
AT THE UNIVERSITY OF IOWA HAVE A RIPPLE
EFFECT THROUGHOUT THE COMMUNITY.
3
STRATEGY MAP
4
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 will we 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
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.
LCity of Iowa City Strategy Map
Values that guide
our strategy
and desired outcomes
Partnerships &
engagement
Climate action
Racial equity,
social justice, &
human rights
4
How our strategy will impact the community
Housing &
neighborhoods
Mobility
Economy
Safety &
well-being
Resources needed to execute our strategy
Facilities,
equipment, &
technology
People
Financial
VALUES
RACIAL EQUITY, SOCIAL JUSTICE G HUMAN RIGHTS
VISION
Cultural diversity is welcomed and celebrated
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.
Racial inequities and social injustices are proactively
addressed in a manner that promotes growth and
healing. The City aggressively identifies and
addresses systemic barriers present in all facets of city government including policies, programs,
services, and employment. Partnerships with businesses, schools, and non-profit organizations
facilitate deep and expansive barrier removal 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.
COMMENTS
Nailed it!
I think we need to add in some reference to land use policies — zoning was an explicit way to
red -line. Horne values can be impacted simply by someone's skin color. And banking, especially
with respect to mortgages, have often been hard for communities of color: Then there is
healthcare and while the city does not own any healthcare facilities (or banks, for that matter),
there are also inherent inequities there. We should be working hand in glove with ICCSD and the
county on many of these issues And I think we should add in something about ensuring people
who speak different languages having access to information in their language (we've been
doing a lot on translation etc. already).
SIJ Would love to see first sentence in active voice. Ex: Iowa City welcomes and celebrates
cultural diversity throughout the community ...
I am okay with this
Iowa City is [aJ place where the heart of the city is inclusive. We must remember this in
everything we do from the arts, city employees to housing.
5
CLIMATE ACTION
VISION
Cities across the Midwest and nationally
emulate Iowa City's innovative
strategies which achieve net -zero
greenhouse gas emissions across all
sectors and prepare all populations for
the effects of climate change. 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.
Submit your business for the
COMMENTS
Yes! We also work on long-term resilience, notjust mitigating/adapting, but planning to sustain
ourselves for the next 700+ years.
Can we add in expanded use of renewable energy, both on a distributed energy scale (i.e.,
individual homeowners) and community opportunities?
Overall, this looks appropriate with a clear focus on climate action. I do wonder if it would be
worthwhile to add a nod to other environmental efforts? Something about climate action being
seen as working in tandem with efforts to reduce other forms of pollution beyond greenhouse
gases, etc. Absolutely not to derail of shift focus from the existential climate change threat, of
course.
Climate action must not only be something the city talks about but the residents also. Door
campaigns may be another way to spread the word on initiatives the city is doing. Going to
areas of the most marginalized may be a great place to start.
'prepare all populations for the impacts of climate change and urban heat island effect... "[n
place of] 'prepare all populations for the effects of climate change ... "
6
PARTNERSHIPS AND ENGAGEMENT
VISION
degree of trust
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.
and free-flowing
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. Neighborhoods are
revitalized as a source of grassroots
community -building, empowerment, and
prosperity for all households. There is a high
communication between stakeholders within the community.
COMMENTS
I want to five here!!
II] would to like to highlight the need to include youth.
'Iowa City uses creative and accessible communication and engagement methods to reach every
resident on a regular basis" lin place oi7 "Creative and accessible communication and
engagement methods ensure every resident is routinely reached by the City."
This seems appropriate.
Communicating with all will be a barrier but partnering with groups will be beneficial in
spreading the word.
7
IMPACT AREAS
NEIGHBORHOOD AND HOUSING
VISION
Iowa City is a collection of authentic,
vibrant neighborhoods and districts.
Each community member has
access to healthy food, natural
areas, and recreational
opportunities within a 15 -minute
walk or bike ride. Neighborhoods
are compact with a variety of
housing choices and central nodes
for gathering. Permanent affordable
housing options are dispersed
throughout the community. New
higher density development blends
with existing buildings and contributes to
are inviting and active with people socializing among parks and natural areas, streetscapes, public
art and placemaking initiatives.
a comfortable pedestrian environment. Public spaces
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.
COMMENTS
Diverse neighborhood land uses and the nodes forgathering include commercial spaces, of size
and intensity appropriate for the neighborhood setting.
Regarding /the]zoning code - we need to expand the use of form -based codes throughout the
city.
Maybe something about investing public resources in partnerships that create affordable
housing in perpetuity?
We must ensure we're not continuing to segregate the have from the have nots. Blending rnix
housing is healthy and beneficial to all neighborhoods
8
[Recommended text]: Iowa City is a collection of well-defined neighborhoods and districts, each
involved in its own affairs and able to speak with a collective voice. 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 re-creating and socializing in
parks, natural areas and tree-lined streetscapes, all enhanced with public art and placemaking
initiatives.
9
GOAL LIST
The following table lists the action steps identified by staff and council sorted by the scaled
priority score. The maximum priority score for safety and wellbeing is 15. A breakdown of
individual responses is given in the supplement.
Action Step and Number
Scaled Priority
Score (Max 15)
Average
Effort Rating
Average
Impact Rating
39. Undertake significant scale affordable housing
efforts utilizing existing capital funds and/or
future borrowing.
12.4
6.3
8.8
7. Allow additional residential building forms by
right in lower density zoning districts to allow
for smaller units, including but not limited to
duplex, triplex, fourplex, and ADUs if
appropriately limited by building mass, bulk
and scale for neighborhoods.
8.0
5.8
6.2
9. Following the recommendations from the
recent Invest Health Collaboration grant,
implement a minimum density requirement
and require a variety of housing types for all
new residential development and streamlines
approval for developers. Conduct a city -
initiated rezoning to apply these changes.
7.1
7.0
8.4
12. Create form -based code regulations for
additional neighborhoods, focusing on
growth areas first, and then infill areas.
6.6
7.0
8.0
15. Act on building regulation recommendations
outlined in the Accelerating Iowa City's
Climate Actions Report; including TIF energy
efficiency incentives, energy standards for
height and density bonuses, and a climate
action building permit rebate program.
5.1
5.7
7.3
44. Explore legal steps to discourage or prevent
bad faith and predatory property investors.
5.1
5.2
6.8
19. Explore pilot projects utilizing tiny homes, 3D
printed homes, pre -fabricated or
manufactured homes, net -zero homes and
other innovative housing options.
5.0
5.8
5.8
49. Execute on prioritized recommendations in
the 2022 Affordable Housing Action Plan and
Invest Health Collaboration grant (note: item
includes numerous individual actions not
itemized in this document).
5.0
7.7
8.3
10
Action Step and Number
Scaled Priority
Score (Max 15)
Average
Effort Rating
Average
Impact Rating
8. Utilize a consultant to develop a form -based
code for the Northside neighborhood.
4.9
4.4
6.8
24. Provide all residents with public open space
within a 15 -minute walk or bike ride by
strategically acquiring new parkland or
executing partnerships with local schools.
4.4
6.2
7.2
16. Seek out and approve residential TIF
applications for infrastructure when the
project provides community benefit such as
permanent affordable housing, 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.
4.1
5.8
6.8
38. Expand the South District Homeownership
Program to other targeted neighborhoods
and consider allowing relocation assistance to
expedite completion.
4.0
5.0
6.0
41. Utilize ARPA funds to extend eviction
prevention support.
3.7
2.6
6.6
14. Pursue city -initiated rezoning to promote
greater infill density/multifamily development
in targeted locations such as along bus routes
on arterial or collector streets.
3.3
7.6
7.4
43. Bolster financial support for homeless services
and begin shifting toward a shelter as a
service model.
3.1
5.4
7.6
1. Revise the home occupation ordinance to
enable a wider variety of opportunities for
contextual commercial businesses in
residential districts.
2.9
4.8
5.0
18. Promote use of co-op style housing projects
to model infill development opportunities.
2.9
5.0
3.6
11. Streamline approval processes by allowing
more uses provisionally rather than by special
exception and also affording staff more
leeway on minor modifications.
2.7
4.6
5.8
27. Planta minimum of 500 new trees a year in
parks and along roadways and trails.
2.7
3.2
6.4
11
Action Step and Number
Scaled Priority
Score (Max 15)
Average
Effort Rating
Average
Impact Rating
42. Initiate a rezoning to allow shelters and
permanent supportive housing in more
zoning districts by right.
2.3
6.3
5.3
50. Evaluate discretionary funding for
district/neighborhood grassroots projects.
2.1
4.2
6.0
6. Reduce required setbacks and lot sizes in
residential neighborhoods to promote infill
and compact development patterns.
2.0
6.0
6.3
21. Conduct community education to promote a
better understanding on the long-term cost
of development based on development type.
1.9
4.8
4.8
31. Adopt and invest in the outdoor portions of
the new Recreation Facilities and Programs
Master Plan.
1.9
7.8
8.0
35. Launch an awareness campaign articulating
the need for affordable housing and
dispelling myths.
1.7
3.8
4.8
40. Increase funding allocated to the Housing
Trust Fund of Johnson County and coordinate
more closely to ensure strategic collaboration
with the disbursement of other City funds
including CDBG/HOME.
1.7
3.5
6.3
45. Explore residential tax abatement programs
for legacy or core neighborhoods.
1.7
4.2
3.0
4. Remove the neighbor approval requirement
from the Urban Chicken ordinance.
1.6
3.0
2.8
33. Expand the diversity of recreational amenity
offerings to include skate and bike park
facilities, climbing features, toddler play areas,
inclusive recreation fields, and more.
1.6
6.8
7.0
36. Communicate about housing rights in
multiple languages through trusted
community partners.
1.6
3.8
6.5
17. Develop educational sessions, tutorials and
building plan templates for the development
community that can be used in form -based
and/or traditional zoning districts.
1.3
5.8
6.0
12
Action Step and Number
Scaled Priority
Score (Max 15)
Average
Effort Rating
Average
Impact Rating
3. Modify the zoning code to permit horizontal
mixed-use developments targeting older
commercial areas and greenfield sites. Make
determinations on which existing properties
to proactively rezone to this new or amended
district. (Ex: Iowa City Marketplace / Sycamore
Mall).
1.1
6.4
4.8
13. Expand opportunities for single -room
occupancy units (SROs) by right, provisionally
or through special exception.
1.0
4.5
4.8
22. Plan and fund utility and roadway
improvements that will allow for additional
annexation opportunities in the coming
decade.
1.0
6.0
7.6
23. Offer energy efficiency and electrification
incentive programs for households,
businesses, and industrial property owners.
1.0
5.6
6.6
20. Hold roundtables with stakeholders to discuss
innovative partnerships to achieve housing
affordability goals. Meet with the public and
targeted developers to discuss pathways to
affordability.
0.9
4.2
5.4
26. Add pet waste stations along trails, in parks,
and in other heavily traveled areas.
0.1
3.8
5.0
28. Require right-of-way trees as infrastructure
for new land development.
0.1
3.2
4.8
34. Ensure sustainability and maintenance of tree
and prairie planting efforts through expanded
equipment and employee resources for these
operations.
0.1
4.8
5.3
47. Convene discussions with landlords, students,
the University of Iowa and other stakeholders
to promote additional housing options for
students during the lease gap period.
0.1
5.5
3.8
2. Revise residential zoning districts to allow
agricultural uses and community gardening as
a standalone or accessory use including the
sale of agriculture production to the public.
0.0
4.3
2.8
13
Action Step and Number
Scaled Priority
Score (Max 15)
Average
Effort Rating
Average
Impact Rating
5. Further reduce or eliminate minimum parking
requirements in the Downtown and Riverfront
Crossing districts. Consider undertaking a
parking needs analysis to inform this decision.
0.0
5.8
4.7
10. Reduce barriers to Accessory Dwelling Units
(ADUs) by allowing use on non-owner-
occupied property, adding more construction
locations on a property and eliminating
parking requirements.
0.0
5.3
3.5
25. Enhance level of service in neighborhood
parks through expanded parks maintenance
staff and/or third-party contracts.
0.0
5.5
5.5
29. Establish additional community garden plots
in new locations.
0.0
4.5
4.0
30. Develop a community litter reduction effort,
focused along streambanks and walking
paths.
0.0
5.0
5.3
32. Expand trail alternatives including soft trails
and single-track cycling trails.
0.0
5.8
3.8
37. Partner with organizations such as Kirkwood
Community College, the Home Builders
Association and Habitat for Humanity to hold
do-it-yourself clinics that promote affordable
home maintenance techniques.
0.0
3.8
4.5
46. Hold quarterly meetings between landlords
and tenants aimed at educating and
communicating.
0.0
4.8
3.0
48. Explore partnerships with the University of
Iowa to provide more affordable housing
options for students.
0.0
5.8
4.2
14
10.0
9-0
8-0
7.0
6-0
n 5.0
4.0
3.0
2.0
1.0
0-0
EFFORT IMPACT MAP
Housing and Neighborhood Development
0.0
2.0
3.0
4.0
5.0
Effort
6.0
9.0
15
10.0
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THANKLESS TASKS
0.0
2.0
3.0
4.0
5.0
Effort
6.0
9.0
15
10.0
MOBILITY
VISION
modal network that links Iowa City to neighboring
separated trails or comfortable lanes for bicyclists. When prioritizing, the needs of pedestrians and
bicyclists are weighted greater than those of automobile drivers and adjacent property owners.
Community members of all
socioeconomic statuses
easily, safely
comfortably travel
multiple modes
transportation. Commuters
choose to walk, bike, or bus
at least half of the time and
an increasing numberoftrips
are fueled by clean energy.
Regional collaboration has
created a strong multi -
communities. Highly traveled corridors have
and
using
of
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
COMMENTS
Hove that this puts into words that we are deprioritizing cars (and adjacent property owners!) in
favor of other modes. Will be very interested to see if there is majority support for that aspect.
How folks mobilize is important to happiness, health, and our environment. The city should
continue to ensure a plan to increase mobility access.
[Recommended text]: All community members easily, safely, and comfortably travel using
multiple modes of transportation throughout the year. Commuters choose to walk, bike or bus
at least 50% of the time, and an increasing number of everyday trips are fueled by clean energy.
Regional collaboration has created a strong multi -modal network that links Iowa City to
neighboring communities. Highly travelled corridors have separated trails or comfortable lanes
suitable for all bicyclists. When prioritizing, the needs of pedestrians and bicyclists are weighted
greater than those of automobile drivers and adjacent property owners.
16
ACTION PLAN
The following table lists the action steps identified by staff and council sorted by the scaled
priority score. The maximum priority score for economy is 10. A breakdown of individual
responses is given in the supplement.
Action Step and Number
Scaled Priority
Score (Max 7)
Average
Effort Rating
Average
Impact Rating
2. Develop a vision statement for a singular
regional transit system with metro Johnson
County entities and obtain initial
commitments from each entity's elected
officials.
3.3
8.4
8.8
3. Consider an on -demand or subsidized
voucher system for times and locations in
which no fixed route service is available.
2.7
5.8
7.0
7. 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.
2.6
4.8
7.8
5. Fully evaluate the feasibility and funding
sources needed for a zero -fare transit
system.
2.4
7.0
8.0
6. Implement Sunday fixed -route transit service
that mirrors Saturday service levels.
2.1
6.8
6.0
19. Initiate and promote vehicle and bike-
share/scooter programs.
1 g
6.8
6.8
8. Secure federal funding for a relocated transit
building that can accommodate future
growth in service and electrification of the
fleet.
17
6.0
7.2
10. Expand snow clearing operations at sidewalk
corners in high priority pedestrian areas, bus
stops, and bike lanes.
1.7
7.4
6.6
1. Explore opportunities to utilize the CRANDIC
right-of-way for passenger rail, bus rapid
transit or pedestrian usage.
1.4
8.0
7.4
11. Evaluate with the State of Iowa the possibility
of a Burlington Street Road Diet utilizing flex
zones in non -peak hours.
1.4
5.4
7.4
9. Create a comprehensive accessibility plan for
all bus stops and complete improvements to
one route per year to ensure access for riders
of all mobility levels.
1.3
6.5
8.0
17
Action Step and Number
Scaled Priority
Score (Max 7)
Average
Effort Rating
Average
Impact Rating
16. Consider adding or retrofitting bike pathways
that are separated from streets or protected
utilizing flexible bollards.
1.1
5.8
7.5
14. 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.
1.0
5.2
6.6
4. Evaluate the feasibility of park and ride
locations.
0.7
4.0
4.5
12. Evaluate with the State of Iowa reverting
Dodge and Governor to 2 -way streets.
0.7
5.2
6.4
13. Build out complete streets (especially infill
sidewalks with ADA access).
0.6
6.5
7.0
21. Adopt innovative curbside management
solutions and and/or technology to address
the growing commercial and on -demand
delivery environment.
0.6
6.5
6.8
15. Reserve adequate financial and staff
resources to complete Dubuque Street, Court
Street, Dodge Street, Park Road, and Taft
Avenue reconstruction projects, along with
annual pavement rehabilitation projects.
0.3
5.8
6.8
20. Offer incentives for residents to purchase
electric bikes.
0.3
4.0
4.8
17. Design and construct improvements to the
new N. Linn seasonal pedestrian street that
promote stronger aesthetics, decorative
lighting and improved pedestrian
accessibility.
0.1
4.5
5.5
18. Install additional permanent charging
stations for vehicles, bicycles and electronic
devices.
0.0
4.8
6.8
22. Modernize automated parking equipment in
all parking ramps and on -street meter and
mobile payment options.
0.0
6.0
5.3
18
1
10.0
9.0
8.0
7.0
6.0
V
a 5.0
4.0
3.0
2.0
1.0
0.0
EFFORT IMPACT MAP
Mobility
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1
MAJOR PROJECTS
•
ction-911
ji tion 11 Action 5
Action 1 Action 16
Action 3 '---
Action
Ac
Acti
Action
ion 14 •
n 12
Action 7 The
Action 20
Action 4
[Action 2
Action .3— Action 1
ction 19
Action 10
Action 21
Actio
Action 22
•
Action 6
FILL-IN JOBS
THANKLESS TASKS
.•
AKS+
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
Effort
19
ECONOMY
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. 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
COMMENTS
I'm less worried about the Iowa River (which would be great but — limited funds) than I am about
other things I believe a overarching vision for how we deal with the childcare crisis could help a
lot of this and will elaborate when we meet. It has to include a variety of players and funding
mechanisms, as well as educational institutions and businesses. So I would consider inserting it
as a strategy— Implement a comprehensive childcare strategy that lifts up all kids,
professionalizes childcare and pays a living wage, allows all parents to access it and increases
the available workforce.
Glad to see the focus on support services as well as arts and tourism as integral to economic
development.
Would it make sense to add to the vision something about a city which offers a culture, events,
and a set of amenities that helps businesses recruit and retain employees as well as attract
visitors and customers?
20
We need to invest in our entrepreneurs and ensure they have resources and technical assistance
to be successful
ACTION PLAN
The following table lists the action steps identified by staff and council sorted by the scaled
priority score. The maximum priority score for economy is 10. A breakdown of individual
responses is given in the supplement.
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
17. Enhance access to affordable childcare for all
populations through innovative partnerships
with higher education, non -profits and the
business community.
71
7.0
9.0
19. Partner with the Iowa City Community School
District, Iowa Labor Center, local trades and
other stakeholders to provide meaningful
career development opportunities, pre -
apprenticeship and apprentice programs.
6.6
4.5
8.7
12. Utilizing American Rescue Act 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.
5.9
6.2
8.6
2. Create flexible incentives to support the top
goals of Iowa City's Self -Supporting Municipal
Improvement Districts and other commercial
nodes, including attaining a desired business
mix that serves the surrounding
neighborhood.
4.3
4.8
7.2
16. Partner with Kirkwood Community College to
offer robust adult learning programs in Iowa
City that upskill residents, improve language
proficiency, and prepare them for local high-
quality jobs.
3.6
4.8
7.4
18. Fund a childcare navigator in partnership with
the Iowa City Area Business Partnership and
4Cs.
3.4
3.3
7.8
13. Increase small business technical assistance to
aid in the creation, success and growth of
home-grown businesses.
2.9
5.4
7.0
21
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
9. Seek a partner(s) to develop the City's
remaining industrial property in a manner that
creates new economic activity and high-
quality employment opportunities.
2.6
6.4
8.0
14. Expand the newly developed targeted small
business-grant program with a goal of
assisting 5-10 businesses annually.
2.6
3.8
6.2
1. Develop targeted marketing to promote Iowa
City as a unique and attractive place to do
business.
2.1
5.0
5.8
6. Develop business focus group to inform
recommended changes to zoning and other
local regulations that remove barriers for
business recruitment and retention.
1.7
5.0
5.8
8. Work collaboratively with the private sector to
ensure that Interstate-80 frontage property is
developed in a manner reflective of Iowa
City's values and that promotes new business
opportunity in a mixed-use environment.
1.7
6.5
8.0
23. Develop a riverfront master plan in
cooperation with the University of Iowa, Think
Iowa City and other stakeholders.
1.4
6.5
7.7
5. Strengthen the partnership with Proctor &
Gamble with a goal to expand local
production, localize supply chain, and create
new direct or indirect employment
opportunities.
1.3
4.8
6.3
11. Invest in retrofitting vacant commercial spaces
for the 'new' economic environment and
partner to buildout flexible, move-in-ready
spaces for a mix of business types.
1.3
7.5
7.0
3. Invest Climate Action Funds in business,
commercial, and industrial grant and incentive
programs.
1.1
4.8
7.0
24. Strengthen and expand key assets along the
river, including the skate park, Shakespeare
Theatre, Riverfront Crossings Park, Terry
Trueblood Recreation Area and the Iowa River
Trail.
1.1
6.2
7.2
22
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
26. Initiate planning for key river bridge
rehabilitation and replacement, including at
Burlington and Highway 6.
1.1
6.0
7.4
22. Expand access to multiple types of public art
in neighborhoods through collaborative
community partnerships.
1.0
3.8
6.2
27. Initiate planning for conversion of the old
Public Works campus to a revitalized
municipal campus and riverfront park.
0.9
6.0
6.0
10. Initiate the design and construction of Taft
Avenue to support growth in Iowa City's
industrial sector and consider flexibility in
addressing other infrastructure challenges
identified by the business community.
0.6
6.3
6.3
7. Explore ways to facilitate economic
development partnerships with the University
of Iowa in areas such as entrepreneurial
innovation and education and medical
technology.
0.4
5.4
6.4
15. Invest in partnerships with ICAD and other
stakeholders to ensure that MERGE and other
co-working spaces create a thriving
environment for entrepreneurs and early-
stage businesses.
0.3
3.8
5.5
20. Provide financial resources to enable the non-
profits art community to flourish in safe,
accessible and affordable locations
0.1
4.0
6.5
4. Launch a uniquely Iowa City buy local
campaign that highlights local businesses.
0.0
4.8
5.5
21. Participate in partnerships that elevate Iowa
City's City of Literature designation and attract
business, visitors, and events.
0.0
4.3
5.0
25. Pursue opportunities for strategic floodplain
property buyouts along the Iowa River.
0.0
5.3
4.5
28. Develop a stronger recreational water trails
program with additional kayak/canoe launch
sites and amenities.
0.0
5.8
5.5
23
10.0
9.0
8.0
7.0
6.0
L)
o 5.0
4.0
3.0
2.0
1.n
0.0
EFFORT IMPACT MAP
Economy
0.0 1.0 2.0 3.0 4.0
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5.0
Effort
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MAJOR PROJECTS
Actr
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12
Action
17
Actio
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Action 16,
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Action 2sl
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i
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21
Action 21 •
Action
25
1 FILL-IN
JOBS
THA
KLESS TASKS
1
0.0 1.0 2.0 3.0 4.0
24
5.0
Effort
6.0 7.0 8.0 9.0 10.0
SAFETY Fr WELLBEING
VISION
Community members are mentally and
physically supported and healthy. Public
safety response is nuanced depending on
the specific needs of the situation.
Emergency response services are
provided promptly, and responders are
welcomed and viewed 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. Households and buildings are safe and healthy for
residents and children. Each household is well-prepared for climate -related changes and has
mitigation strategies in place.
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
COMMENTS
I think goals/strategies should include - shifting responsibility in certain areas to non profits as
appropriate - and away from police where feasible, allowing them to better focus their
resources creating safer streets, which reduces overall need in a lot of areas
This vision skillfully captures how community safety is much more about opportunities to live
and thrive than about law enforcement or punishment of bad behavior. Inspiring!!
The safety and the well-being our community is multifaceted and listening to the community is
critical as we constantly evolve in this area.
25
ACTION PLAN
The following table lists the action steps identified by staff and council sorted by the scaled
priority score. The maximum priority score for safety and wellbeing is 10. A breakdown of
individual responses is given in the supplement.
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
8. Integrate CommUnity Mobile Crisis into the
911 dispatch protocols.
5.6
6.2
8.2
5. Actively promote 988 throughout the year
and ensure that CommUnity Mobile Crisis has
resources to meet community demands.
4.3
4.5
8.3
3. Expand the Mental Health Liaison program
with CommUnity Mobile Crisis with a goal of
tripling current coverage in the five year
period.
4.0
4.4
8.0
2. Work collaboratively with Johnson County
and other stakeholders to launch a
community violence intervention effort in
close cooperation with local law enforcement.
2.7
6.7
6.3
12. Leveraging American Rescue Plan Act funds,
build capacity in local non -profits that will
help ensure they are able to meet future
community demands.
2.7
4.$
7.$
16. Aim to expand neighborhood nests or micro-
hubs for kids/teens.
2 7
5.5
7.3
7. Consider options such as mailed letters to
vehicle owners as alternatives to routine non-
emergent traffic stops.
2.4
3.3
6.5
26. Collaborate with the Iowa City School District
to expand community recreational uses of
school facilities and open space.
2.4
5.4
7.0
13. Build a network of resilience hubs that can
provide safety and basic life sustaining
resources for populations that are most
vulnerable to the impacts of climate change.
1.9
6.3
7.5
18. Annually hold three elected official listening
posts per City Council District.
1.9
2.4
5.6
28. Expand mobile community social and
recreational resources (fun patrol).
1.9
4.5
7.0
26
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
19. Support the Truth and Reconciliation
Commission's mission to conduct
participatory truth telling and reconciliation
exercises in safe places throughout the
community.
1.7
2.7
6.7
25. Collaborate with Neighborhood Centers of
Johnson County to construct an expanded
community center and daycare facility in the
South District.
1.7
6.0
7.8
20. Assist and empower neighborhood
associations to better their community with a
focus on historically marginalized populations.
1.6
3.8
7.0
14. Build on the relationship with the University of
Iowa College of Nursing to increase
participation in the Healthy Homes program.
1.3
4.0
5.8
17. Enhance resources for Shelter House to
expand professional training opportunities
and available support services for those
experiencing homelessness.
1.3
5.0
7.0
21. Plan and design a new multi -use public space
that can accommodate larger gatherings
(300-600).
1.1
6.3
7.3
1. Pursue a more comprehensive study
regarding disproportionate outcomes in
policing and implement recommendations
aimed at further reducing any identifiable
biases.
1.0
7.3
6.0
6. Ensure public safety applicant pools are
diverse through new approaches to
recruitment and testing, as well as
consideration of expanded residency
allowances.
0.9
6.7
5.7
22. Ensure City supported festivals and special
events are accessible and welcoming to all
populations.
0.9
4.3
7.3
30. Complete critical exterior renovations to the
Senior Center and execute on Senior Center
Facility Master Plan recommendations.
0.9
7.0
5.7
27
Action Step and Number
Scaled Priority
Score (Max 10)
Average
Effort Rating
Average
Impact Rating
9. Initiate the reconstruction of Fire Station 3
and construction of Fire Station 5 and ensure
staffing capacity is able to meet community
demand while actively working toward
community risk reduction.
0.7
6.0
6.7
27. Increase smaller indoor gathering spaces in
parks for all -season use as outlined in the
Parks and Recreation Facilities Master Plan.
0.6
4.7
6.7
11. Build staff capacity in the Police Department
to reduce overtime, promote officer well-
being and strategically target the
community's most pressing needs, including
reduction of gun violence.
0.4
5.3
4.0
10. Complete space needs and conceptual
building plans that address substandard,
over -capacity work environments by
relocating the Iowa City Police Department
and allowing for the needed expansion and
modernization of Fire Station 1 and City Hall
operations.
0.3
5.3
6.0
15. Partner with Moms Demand Action on gun
violence reduction and firearm safety
awareness.
0.3
3.3
6.5
24. Expand lighting, including artful displays, in
public spaces that are highly frequented by
the public in late night hours.
0.1
4.3
5.8
4. Create a comprehensive mental health guide
and awareness campaign for the community
and identify any gaps in offerings that the City
may be able to help facilitate.
0.0
5.7
6.7
23. Complete natural area, playground, shelter
and accessibility improvements at existing
parks and public buildings consistent with the
Parks and Natural Spaces master plan.
0.0
5.3
6.3
29. Renovate City Park pool in manner that meets
the multiple needs of residents.
0.0
6.7
6.3
28
MAJOR PROJECTS
10.0
9.0
8.0
7.0
6.0
u
5.0
4.0
3.0
2.0
1.0
0.0
EFFORT IMPACT MAP
Safety & Wellbeing
QUICK WINS
Actio
ion 12
'Action 8
Action 2
:
Action 22 ction 1
Action 20
Action 19 Actiqp 17
N.fiction 7 � Action 26
Action 28 liottion 4* Action
Ac ion 1
tA
tion 15
27— Actions
Action 1
Action 14
Action 10 Action 6
fiction 11i
FILL-IN JO6fl
THANKLESS TASKS
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
Effort
29
RESOURCES
FACILITIES, EQUIPMENT AND TECHNOLOGY
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
• 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.
• Carry out Strategic Plan initiatives through targeted facilities, equipment, and
technology action steps.
ACTION PLAN
Phase I Action Steps are intended to be worked on in the remainder of FY23, FY 24, and
FY25 (present through June 2025) or a continual basis. Phase II Action Steps are
intended to be worked on in FY26. FY27, and FY28 (July 2025 through June 2028).
30
PHASE I ACTION STEPS LFY23, FY24, 6 FY25J
Action
Outline a municipal -wide facilities plan and initiate
relevant action steps to keep projects moving forward.
Champion
Target Date
Complete a City Hall and Public Safety Headquarters
space needs study and develop a plan for next steps
toward implementation.
Pursue grant opportunities, bolster the Facility Reserve
Fund and explore public/private partnerships to facilitate
completion of key facility projects.
Implement the asset management system and expand
use for facility maintenance and management.
Develop and implement an electric vehicle transition
plan.
PHASE II ACTION STEPS LFY26, FY27, FY2OJ
Action
Design replacement and renovated facilities to ensure
alignment with Climate Action goals and create safer and
healthier working environments for public employees.
Champion
Target Date
Improve public transparency through a coordinated and
centralized open data platform.
Consider resourcing a Smart City initiative that prioritizes
data -driven decision-making through technology
adaptation and data analysis.
Address overlaps and gaps in City programs and services
organization -wide and identify opportunities for
improved coordination.
31
PEOPLE
VISION
workday. City staff, board and commission
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
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
• 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 happy at work.
• Build a diverse talent pipeline.
• Carry out Strategic Plan initiatives through targeted people action steps.
ACTION PLAN
Phase I Action Steps are intended to be worked on in the remainder of FY23, FY 24, and
FY25 (present through June 2025) or a continual basis. Phase II Action Steps are
intended to be worked on in FY26. FY27, and FY28 (July 2025 through June 2028).
32
PHASE I ACTION STEPS LFY23, FY24, 6 FY25J
Action
Complete and execute upon the results of an
organization-wide compensation study.
Champion
Target Date
Monitor implementation of new telecommuting and
flexible work schedule policies to 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 service levels are
maintained and reduce instances of burnout.
Elevate new and existing intra-organizational
communication strategies to bolster information sharing
and improve productivity and connectiveness across the
organization.
Create more opportunities to promote inter-
departmental relationships, collaboration, and problem-
solving.
Ensure every single employee knows the City's strategic
vision and can connect their role accordingly.
Implement increasingly relevant organizational-wide
training opportunities such as conflict resolution and de-
escalation training.
Bolstered review of job requirements to eliminate
barriers to employment, including testing, residency
requirements, education and certification or license
requirements.
Upskill City staff in implicit bias, cultural awareness, and
inclusion.
Develop recruitment network with local minority
institutions.
33
PHASE 11 ACTION STEPS [FY26, FY27. FY2O1
Action
Conduct comprehensive benefits review and implement
changes based upon best practices and modem
expectations, exploring benefits such as paid volunteer
time, wellness offerings, and flexible stipends for
challenges such as childcare, transportation, higher
education and more.
Champion
Target Date
Launch targeted apprenticeship program(s) in
partnership with local education and workforce
institutions.
Strengthen volunteer engagement and management
efforts.
Take steps to promote more diverse representation on
Boards, Commissions, and Committees and create
opportunities to bring volunteers together for
appreciation and further encouragement of their civic
engagement.
34
FINANCIAL
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.
City of
city,
r.
/ou
Tell uswhat you thinkize in
Iowa
ity should prjOrudget,.
C upcoming b
STRATEGIES
• Maintain stable or declining property tax rates by growing the tax base,
diversifying revenue sources, and leveraging outside funding.
• Exercise fiscal responsibility by maintaining and growing assigned and emergency
reserve funds and prudent debt management.
• Carry out Strategic Plan initiatives through targeted financial action steps.
ACTION PLAN
Phase I Action Steps are intended to be worked on in the remainder of FY23, FY 24, and
FY25 (present through June 2025) or a continual basis. Phase II Action Steps are
intended to be worked on in FY26. FY27, and FY28 (July 2025 through June 2028).
35
PHASE I ACTION STEPS LFY23, FY24, 6 FY25J
Action
Ensure Enterprise Funds are well supported through
incremental rate and fee increases and do not become
reliant on large rate spikes, property taxes or unplanned
debt issuance.
Champion
Target Date
Create a centralized grant management initiative that
will focus on securing additional private, state, and
federal funding opportunities, while ensuring proper
oversight and compliance.
Develop and maintain cost recovery guidelines for
programs and services that balance fiscal responsibility
and equity.
Coordinate with Iowa League of Cities, Metro Coalition,
and the City's contracted state lobbyist to oppose
unfunded state mandates and detrimental tax reforms.
Consider financial incentives and land use policies that
aim to grow and diversify the tax base (commercial,
industrial, and residential).
Balance investment in new annual initiatives with staffing
levels to ensure core municipal service levels are
maintained.
Consider alternative revenue sources such as a Local
Maintain the City's AAA bond rating.
Option Sales Tax that can help achieve strategic plan
goals, fund infrastructure and facility needs, and reduce
reliance on property tax.
Increase the Emergency Fund balance by an annual
target of 5%.
Significantly bolster the Facility Reserve Fund and
develop an implementation plan for use of funds that
minimizes large debt issuances.
PHASE II ACTION STEPS LFY26, FY27, FY201
Action
Champion
Target Date
Develop and maintain cost recovery guidelines for
programs and services that balance fiscal responsibility
and equity.
Consider financial incentives and land use policies that
aim to grow and diversify the tax base (commercial,
industrial, and residential).
Consider alternative revenue sources such as a Local
Option Sales Tax that can help achieve strategic plan
goals, fund infrastructure and facility needs, and reduce
reliance on property tax.
36
ACCOUNTABILITYITRACKING PROGRESS
REPORTING FREQUENCY
Regularly reporting the progress made on achieving the items outlined in the plan is necessary
to ensure that any challenges or needed adjustments are addressed. Repotting also provides an
opportunity for stakeholders to exchange information and work effectively with one another. A
reporting frequency of has been determined to be appropriate.
REPORTING FORMAT
Reporting should be done in a consistent and clear format. This will ensure that all stakeholders
will be able to easily identify needed information without unnecessary clarification.
HANDLING ITEMS NOT INCLUDED IN THE PLAN
While the plan has a wide scope and encompasses a wide array of actions, it can never be truly
comprehensive. Other items may require attention, diverting attention away from the main
items of significance in the plan. There may also be a change in circumstance that would require
a shift of focus, such as a disaster like a flood or pandemic. The time, energy, and resources of
staff and council should be focused on items in the plan to the extent possible.
37
LIGNMENT CROSSWALK
PHASE 1- FY23, FY24, S FY2S
PHASE 11- FY26, FY27, S FY28
Values
Regional
Plans
____IjrI_v •tep
rtnerships &
Engagement
X
Climate Action
X
Racial Equity,
Social Justice, &
Human Rights
-
All In - Vision
(Johnson
County)
1
Envision East
Central Iowa
X
1. Example Action Step 1 that
in some advances the City's
interest and enacts its
values in an impactful and
meanin.fulwa .
2. Example Action Step 2 that
in some advances the City's
values in an impactful and
interest and enacts itsgiaila
meaningful way.
2. Example Action Step 5 that
in some advances the City's
interest and enacts its
values in an impactful and
meanin.fulwa .
mu
m-
a
3. Example Action Step 3 that
in some advances the City's
interest and enacts its
values in an impactful and
meaningfulwa .
Mill
X X
X
PHASE 11- FY26, FY27, S FY28
38
Values
Regional
Plans
Action Steps
1. Example Action Step 4 that
in some advances the City's
interest and enacts its
values in an impactful and
meaningfulwa .-
artnerships &
Engagement
X
Climate Action
X
Racial Equity,
Social Justice, ,Si.
Human Rights
All In - Vision
(Johnson
County)
Envision East
Central Iowa
X
2. Example Action Step 5 that
in some advances the City's
interest and enacts its
values in an impactful and
meanin.fulwa .
mu
m-
a
3. Example Action Step 6 that
in some advances the City's
interest and enacts its
values in an impactful and
meanin.fulwa .
X
X
X
38
ACTION STEPS BY FISCAL YEAR
FISCAL YEAR 2023
FISCAL YEAR 2024
FISCAL YEAR 2025
FISCAL YEAR 2026
FISCAL YEAR 2021
FISCAL YEAR 2028
CONSULTANT NOTES
DECISION MAKING FRAMEWORK
COMMUNITY -WIDE METRICSIDASHBOARD
UPDATE AFTER PHASE I
ACKNOWLEDGEMENTS
CITY COUNCIL
• Bruce Teague, At -Large, Mayor
• Megan Alter, At -Large
• Laura Bergus, At -Large
• Janice Weiner, At -Large
• Pauline Taylor, District A
• Shawn Harmsen, District B
• John Thomas, District C
CITY STAFF
• Geoff Fruin, City Manager
• Redmond Jones II, Deputy City Manager
• Tyler Baird, Superintendent of Parks & Forestry
• Stefanie Bowers, Office of Human Rights & Equity
• Nicole Davies, Finance Director
• LaTasha DeLoach, Senior Center Coordinator
• Kellie Fruehling, City Clerk
• Wendy Ford, Econ. Dev. and Public Art Coordinator
• Sarah Gardner, Climate Action Coordinator
• Eric Goers, City Attorney
• Tracy Hightshoe, Neighborhood and Development Services
• Ron Knoche - Public Works Director
• Dustin Liston Chief of Police
• Scott Lyon, Fire Chief
• Shannon McMahon, Communications Coordinator
• Eric Nurnberg, Deputy Fire Chief
• Michael Tharp - Airport Manager
CONSULTANTS
ECICUG
• Karen Kurt, Executive Director
• Adam Bentley, Economic Development Specialist
• Harrison Freund, AICP, Planning Fellow
• Jessica Johnson, Community Development Specialist
• Tracey Achenbach, Housing Director
Director
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41
4e
Karen Kurt
Community and Economic
Development Director
karen.kurt@ecicog.org
319-289-0058
East Central Iowa Council
of Governments
700 16th St NE, Suite 301
Cedar Rapids, IA 52402