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HomeMy WebLinkAboutResources Handout - 10.17.24 IP pages 22-29RESOURCES Facilities, Equipment and Technology FUTURE VISION Municipal facilities are modernized and designed for operational efficiency, capacity for growth, employee safety and health, resilience, alignment with Climate Action goals, and civic pride. Funding of equipment and facility replacement funds and partnerships with other entities result in joint facilities, technology, and equipment that improve access and services. City staff are encouraged to be entrepreneurial in their approach and actively seek to innovative and streamline processes while improving service levels to the community. STRATEGIES To advance the Vision the City will pursue the following strategies: • Invest in the next generation of public facilities and equipment to create immediate operational efficiencies, boost workplace safety, health, and morale, and improve cross -department collaboration. • Promote high-performance governance leveraging technology, partnerships, and innovation. 12 ACTION PLAN ChampionAction Date Outline a municipal -wide facilities plan and initiate relevant action steps to keep City Manager's Office FY23-2429 maintenance and new construnian projects moving forward. Complete a City Hall and Public Safety Headquarters space needs study and City Manager's Office FY23-2425 develop a plan for next steps toward implementation. Implementthe asset management system and expand use for facility Public Works FY23-232P maintenance and management. Develop and Implement an•Nx•-,�..i6ea fleet -transition plan aimed at Public Works and Climate FY23-25 efficiently conveningroadway and non -road vehtdes to clean energy sources and Action & Outreach e_nsurmR we Plan r. r� appropriately bath with our energy providers and public sector Partners on rezonaf infrastructure needs and with our design consultants on public facility oroieas: Pursue grant opportunities, bolsterthe Facility Reserve Fund, and explore City Manager's FY23-28 public/private partnerships to facilitate completion of key facility projects. Office and Finance Design replacement and renovated facilitiesto joi operational efficiency--_- City Manager's Office FY24-28 capacny for growth• emPtovee safety and health- resilience, alignment with Climate Action ?oals, and civic pride. ensurealittnnzeot wiih-C41mate AEtton, gOafSanlf£ie3tESaf2Fand-112aft�UN-YiIX�i ilg-eiiMlfk7NiHeiiii-fi3f�lf$flc_.. fFArpYgpUbl+[tfdn5p3FPA{1`thtEikH;h-3{anr[flrts icaa.".''w-+z+tif@ft_EYd-Ope:i t{ata City -ManagEgS-OffifE $ CaAsi eF Fe eur6ng a `man Ci•• ^- "Prioritizes -data driveainformed City Manager's Office #q6FY24-28 decision -making throughout all City opefations and improve the of � 1u.se metrics in recorting service delivery outcomes to the Public. -te& elegy- adaptati[s+t.�data anafys f 13 • Formatted: Font 10 pt, Not Italic People FUTURE VISION The City is an employer of choice in the region and viewed as a rewarding, long-term career choice. Valuable benefits, flexible schedules, energizing workspaces, remote and hybrid work arrangements, and professional development and advancement opportunities improve productivity, service to the public, and morale. Employees enter an inclusive, fun, and engaging environment each workday. City staff, board and commission members, and volunteers are demographically representative of the City population at -large and every employee is continuously building cultural awareness. Leadership and elected officials ensure sufficient staff levels to maintain baseline services, weather vacancies or emergencies, protect against employee burnout, and add capacity to act on special assignments and strategic, long-term initiatives. STRATEGIES To advance the Vision the City will pursue the following strategies: • Establish the City of Iowa City as an employer of choice in the region with a pay plan, benefits package, and flexible work options that attract and retain high -quality and motivated public service employees. • Carry out a multi -dimensional staff engagement initiative to ensure every City employee feels welcome, informed, involved, and engaged at work. • Build a diverse talent pipeline. 14 ACTION PLAN 15 ChampionAction Date Complete and execute upon the results of an organization -wide classification and Human Resources FY23-25 compensation study. As partofstudy, review all job requirements to ensure applicability and eliminate unnecessary barriersto employment, including testing, residency requirements, education, and certification or license requirements. Monitor implementation of new telecommuting and flexible work schedule policies to City Manager FY23-25 ensure public service standards are fully met and desired employee work arrangement flexibility is pursued where possible. Balance investment in new annual initiatives with staffing levels to ensure core municipal City Manager's FY23-28 service levels are maintained and reduce instances ofburnout. Office and City Council Elevate new and existing intra-organizational communication strategies to bolster City Manager's FY23-25 information sharing and improve productivity and connectiveness across the Office organization. Create more opportunities to promote inter -departmental relationships, collaboration, City Manager's FY23-25 and problem -solving. Office Upskill Crty staffin implicit bias, cultural awareness, and inclusion. Equity & Human FY23-28 Rights O f Ee Take steps to promote more diverse representation on Boards, Commissions, and City Council FY23-28 Committees. Ensure every single employee knows the City s strategic vision and can connect their role City Manager's FY23-28 accordingly. Office Strengthen volunteer engagement, management, and appreciation efforts. City Council and City FY23-28 Manager's Office Implement increasingly relevant organization -wide training opportunities such as conflict City Manager's F124-28 resolution and de-escalation training. Office Conduct comprehensive benefits review and implement changes based upon wofkforce City Manager's FY25-28 data and best practices-and-rwodw.-,,. seEtatHttwa,-exploring benefits such as paid Office volunteer time, wellness offerings, and flexible stipends for challenges such as childcare, transportation, highef-oducationeducation and more. ta;+rrci.targ?tt Ex;}Ioleoguortunities to bulld {alem aipefines through tem_ pornry staff City Manager's Office FY26-28 outreach, apprenticeship program{s} - - ORR.' inmitritians s dives se fecrultment networks or other innovative carer pathway initiatives. 16 Financial FUTURE VISION City residents believe property taxes and utility fees are fair and commensurate to service levels, and do not experience erratic changes in rates and fees. The City maintains sufficient financial resources to proactively maintain and replace assets, carry out strategic plan initiatives, and be insulated from unanticipated financial stressors. Partnerships, grant funding, and other creative financing mechanisms 17 are routinely part of program and project financing structure. The City maintains a AAA bond rating, resulting in lower borrowing costs for residents and businesses. STRATEGIES To advance the Vision the City will pursue the following strategies: • Grow the tax base, consider alternative revenue sources, and leverage outside funding to maintain core services and pursue community priorities while maintaining equitable property tax rates. • Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds and prudent debt management. 18 ACTION PLAN Action Champion Target Date Ensure Enterprise Funds are well supported through incremental rate and fee Finance FY23-28 increases and do not become reliant on large rate spikes, property taxes, or unplanned debt issuance. Coordinate with Iowa League of Cities, Metro Coalition, and the Ciws contracted City Managers Office FY23-28 state lobbyist to oppose unfunded state mandates and detrimental tax reforms. Maintain the City's AAA bond rating. Finance FY23-28 Increase the Emergency Fund balance by an annual target of 5%. Finance FY23-28 Significantly bolster the Facility Reserve Fund and develop an implementation plan Finance FY23-28 for use of funds that minimizes large debt issuances. Create a centralized grant management initiative that will focus on securing City Managers Office FY24-28 additional private, state, and federal funding opportunities, while ensuring proper oversight and compliance. Develop and maintain cost recovery guidelines for programs and services that City Managers Office FY26-28 balance fiscal responsibility and equity. Consider financial incentives and land use policies that aim to grow and diversify the City Managers Office FY26-28 tax base (commercial, industrial, and residential). Consider alternative revenue sources such as a Local Option Sales Tax or Franchise City Managers Office FY26-28 3a-:+Feeihat can help achieve strategic plan goals, fund infrastructure and facility and City Council needs, and reduce reliance on property tax. 19 Formatted: Font color, Custom Color(RGB(19,133,168)), Condensed by 0.2 pt ---i Formatted: Tab stops: 0.93", Left + Not at 0.55"