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HomeMy WebLinkAboutImpact Areas and Resources HandoutI M PACT AREAS Neighborhoods & Housing FUTURE VISION Iowa City is a collection of authentic, vibrant neighborhoods and districts. By way of internal and external streets and trails, each community member has safe, easy access to everyday facilities and services within a 15-minute walk or bike ride. Neighborhoods are compact and socially diverse, with a variety of housing choices and at least one place serving as its center. Permanent affordable housing choices are dispersed throughout the community. New higher density development blends with existing buildings and shapes a comfortable, human -scale pedestrian environment. Public spaces are inviting and active with people recreating and socializing in parks, natural areas, and tree -lined streetscapes, all enhanced with public art and placemaking initiatives. STRATEGIES To advance the Vision the City will pursue the following strategies: a 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. 1 ACTION PLAN Explore legal steps to discourage or prevent bad faith and predatory property City Attorney FY23-24 investors. Act on building regulation recommendations outlined in the Accelerating Iowa Climate Action & FY23-25 City's Climate Actions Report; including the successful launch and execution of Outreach and climate action incentive programs for both existing and new buildings across Neighborhood & multiple sectors of the economy. Development Services Revamp the neighborhood PIN grant program and evaluate discretionary funding Communications FY23-25 for district/neighborhood grassroots projects. Advance prioritized recommendations in the 2022 Affordable Housing Action Plan. Neighborhood & FY23-28 Work with partners to undertake significant -scale affordable housing efforts. Development Services Seek out and approve residential TIF applications for infrastructure when the City Manager's FY24-26 project provides community benefit such as permanent affordable housing, Office expansive public open space, or advancement toward stated climate action goals. Consider a standard application of residential TIF for all new annexations to meet permanent affordable housing goals. With receipt of the 2024 federal PRO -Housing grant, initiate a Comprehensive Plan Neighborhood & FY24-28 update and subsequent Zoning Code update that responds to the housing crisis Development through expanded missing middle housing allowances, minimum density Services requirements, and streamlined approval processes aimed at increasing supply of all housing types. Explore innovative housing projects leveraging partnerships with public, private FY24-28 Neighborhood & and non-profit agencies. Develop a business and financial strategy for bolstering Development the number of publicly owned housing units across all geographic regions of the Services community, especially in areas of high opportunity. Respond to the growing homelessness challenges in collaboration with non-profit City Manager's FY25-28 partners through enhanced street outreach partnerships, data -informed Office strategies to reduce chronic homelessness, and continued exploration of a shelter as service model. Expand the South District Homeownership Program to other targeted neighborhoods and consider allowing relocation assistance to expedite Neighborhood & Development FY26-28 completion. Services Provide all residents with engaging public open space within a 15-minute walk or bike ride through continued reinvestment in existing parks and the expansion of trails and parks to new and emerging neighborhoods. FY23-28 Parks and Recreation 4 Mobility FUTURE VISION Community members of all socioeconomic statuses easily, safely, and comfortably travel using multiple modes of transportation year-round. Commuters choose to walk, bike, or bus at least half of the time, and an increasing number of trips are fueled by clean energy. Regional collaboration has created a strong multi -modal network that links Iowa City to neighboring communities. Highly traveled corridors have separated trails or comfortable, safe lanes for bicyclists. When prioritizing, the needs of pedestrians, bicyclists, transit riders, and other emerging forms of transportation are weighted greater than those of automobile drivers and adjacent property owners. STRATEGIES To advance the Vision the City will pursue the following strategies: Expand the access and convenience of environmentally friendly and regionally connected public transit. ® Design and maintain complete streets that are comfortable and safe for all users. Grow and prioritize bike and pedestrian accommodations. ACTION PLAN Fully evaluate the feasibility and funding sources needed for a zero -fare transit Transportation FY23-24 system. Services and Finance Develop a vision statement for a singular regional transit system with metro Johnson County entities and obtain initial commitments to study a regional system from each City Council FY23-25 entity's elected officials. I Install additional permanent charging stations forvehicles, bicycles, and electronic devices. FY23-28 Climate Action & Outreach Identify additional opportunities for road diets, sidewalk infill, curb cut enhancement, and bike lane installation with a goal of at least two such projects FY23-28 Public Works each construction season. Explore opportunities to utilize the CRANDIC right-of-way for passenger rail, bus rapid transit, or pedestrian usage. City Council FY23-28 Evaluate with the State of Iowa reverting Dodge and Governor to 2-way streets Public Works FY23-28 Secure federal funding for a relocated transit building that can accommodate future growth in service and electrification of the fleet. Transportation and City FY24-28 Manager's Office Consider adding or retrofitting bike pathways that are separated from streets or protected utilizing flexible bollards. MPO/ Public Works FY24-28 Assuming necessary facility accommodations, expand the fleet of electric buses each time a diesel bus is due for replacement and seek grants that can expedite the Climate Action & Outreach FY25-28 conversion. Consider an on -demand or subsidized voucher system for times and locations in which no fixed route service is available. Transportation Services FY26-28 Reevaluate the possible benefits of a vehicle and bike-share/scooter programs. I FY26-28 Transportation Services Fully complete the Safe Streets for All planning process and develop funding Public Works FY26-28 strategies to address the most acute roadway safety issues for all users. 4 Economy FUTURE VISION Iowa City is the preferred location for businesses at all stages of development. Start-up businesses flourish and take advantage of mentoring and other resources. The vibrant arts and culture community attracts both visitors and new residents. Technologies developed through the University of Iowa are transferred to the local business sector, creating business diversity and new value within the community. Businesses pay living wages and support skill development for their employees. Support services - such as child-care and language assistance - are readily available for all, which means every person who wishes to participate in the local economy can do so. Community members support each other by spending their money locally. STRATEGIES To advance the Vision the City will pursue the following strategies: ® Reinforce Iowa City as a premier community to locate and grow a business. ® Ensure appropriate infrastructure is in place for future business growth and development. ® Cultivate a strong entrepreneurial and small businesses ecosystem with a focus on creating new pathways to success for systemically marginalized populations. Build Iowa City's image as the Greatest Small City for the Arts. • Strengthen the Iowa River's role as a signature community amenity and tourism generator. 5 ACTION PLAN Enhance access to affordable childcare for all populations through innovative partnerships with higher education, non -profits, and the business community Utilizing American Rescue Act Funds, execute on 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. Partner with Kirkwood Community College, Iowa City Community School District Iowa Labor Center, local trades, businesses and other stakeholders to provide meaningful career development opportunities, pre -apprenticeship, and apprentice programs. Increase small business technical assistance opportunities to diverse populations to aid in the creation, success, and growth of home-grown businesses. City Manager's FY23-25 Office and Neighborhood & Development Services City Manager's Office and Economic Development Economic Development and Neighborhood & Development Services FY23-25 FY23-28 Economic FY24-28 Development Post acquisition of 21 S. Linn, transparently pursue a public -private partnership City Manager's FY24-FY28 that results in redevelopment that is in the best long-term interest of the Office and community and provides strong financial return on the City's investment in the Economic Create flexible incentives to support the top goals of Iowa City's Self -Supporting Municipal Improvement Districts, Greater Iowa City, Inc. Strategic investment Districts and other commercial nodes, including attaining a desired business mix that serves the surrounding neighborhood. Continue to work to diversify and strengthen our overall economy through vork with existing companies, such as P&G and ACT, while cultivating ipportunities for new business to expand in Iowa City Develop targeted marketingto promote Iowa City as a unique and attractive place to do business. Develop a riverfront master plan in cooperation with the University of Iowa, Think Iowa City, and other stakeholders. Safety & Well-being FUTURE VISION Development Economic FY25-28 Development and City Manager's Office Economic FY25-28 Development and City Manager's Office City Manager's FY27-28 Office City Manager's FY27-28 Office Our City supports the mental and physical well-being of our community members. Public safety response, whether from the City or a non-profit partner, is nuanced depending on the specific needs of the situation. Community members receive emergency response services promptly and welcome responders as problem -solvers. Inviting spaces for social interaction, exercise, and regeneration are equitably located throughout the community and are lively with activity and use. New and long-time community members alike, especially marginalized groups, easily build networks and establish roots within our community. Community members have safe, healthy indoor spaces and are well -prepared for climate -related changes. STRATEGIES To advance the Vision the City will pursue the following strategies: 9 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. O Build community by fostering social connections and developing safe, accessible public spaces for gathering. ACTION PLAN 7 Work collaboratively with Johnson County and other stakeholders to launch a City Council and Police FY23-24 community violence intervention effort in close cooperation with local law Department enforcement. Leveraging American Rescue Plan Act funds, build capacity in local non -profits Neighborhood & FY23-26 that will help ensure they are able to meet future community demands. Development Services Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a Police Department FY23-28 goal of 24-hour coverage by the end of FY28. Actively promote 988 throughout the year and ensure that CommUnity Mobile City Manager's Office and FY23-28 Crisis has resources to meet community demands. Communications Work to reduce the prevalence of private lead water service lines through Public Works FY23-28 various tools including regulation, financial assistance, education and insurance Continue to build and strengthen trusted neighborhood -based resilience hub partnerships throughout the community. Climate Action FY23-28 Continue critical exterior renovations to the Senior Center and pursue progress on interior enhancements noted in the Senior Center Facility Master Plan.. Senior Center FY23-28 Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. Police Department FY24-26 Expand data -informed decision making in our public safety operations and with Police Department FY25-FY28 non-profit partners, including the hiring of a civilian Crime Analyst position in the Police Department. Consider and, where feasible, implement alternatives to routine non -emergent traffic stops. Police Department FY24-28 Expand neighborhood -based programs such as mobile community social/recreation resources (fun patrol), nests or micro -hubs for kids/teens. FY26-28 Parks & Recreation & Library 0 RESOURCES Facilities, Equipment and Technology FUTURE VISION Municipal facilities are modernized and designed for operational efficiency, capacity for growth, employee safety and health, resilience, alignment with Climate Action goals, and civic pride. Funding of equipment and facility replacement funds and partnerships with other entities result in joint facilities, technology, and equipment that improve access and services. City staff are encouraged to be entrepreneurial in their approach and actively seek to innovative and streamline processes while improving service levels to the community. STRATEGIES To advance the Vision the City will pursue the following strategies: • Invest in the next generation of public facilities and equipment to create immediate operational efficiencies, boost workplace safety, health, and morale, and improve cross -department collaboration. e Promote high-performance governance leveraging technology, partnerships, and innovation. 0 ACTION PLAN Outline a municipal -wide facilities plan and initiate relevant action steps to keep maintenance and new construction projects moving forward. City Managers Office FY23-28 Complete a City Hall and Public Safety Headquarters space needs study and develop a plan for next steps toward implementation. City Managers Office FY23-25 Implement the asset management system and expand use for facility maintenance and management. FY23-28 Public Works Develop and implement a fleet transition plan aimed at efficiently converting roadway and non -road vehicles to clean energy sources and ensuring we plan Public Works and Climate Action & Outreach FY23-25 appropriately both with our energy providers and public sector partners on regional infrastructure needs and with our clesi n consultants on public facility projects Pursue grant opportunities, bolster the Facility Reserve Fund, and explore public/private partnerships to facilitate completion of key facility projects. City Manager's Office and Finance FY23-28 Design replacement and renovated facilities to for operational efficiency, capacity for growth, employee safety and health, resilience, alignment with Climate Action goals, and civic pride. City Managers Office FY24-28 Prioritizedata-informed decision- making throughout all City operations and City Managers Office FY24-28 improve the use of metrics in reporting service delivery outcomes to the public. 10 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. 0 Build a diverse talent pipeline. 11 ACTION PLAN Complete and execute upon the results of an organization -wide classification and compensation study. As part of study, review all job requirements to ensure applicability and eliminate unnecessary barriers to employment, including testing, residency requirements, education, and certification or license requirements. Human Resources FY23-25 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. City Manager FY23-25 Balance investment in new annual initiatives with staffing levels to ensure core municipal service levels are maintained and reduce instances of burnout. FY23-28 City Manager's Office and City Council Elevate new and existing intra-organizational communication strategies to bolster information sharing and improve productivity and connectiveness across the organization. City Manager's Office FY23-25 Create more opportunities to promote inter -departmental relationships, collaboration, and problem -solving. City Manager's Office FY23-25 Upskill City staff in implicit bias, cultural awareness, and inclusion. FY23-28 Equity & Human _ Rights Take steps to promote more diverse representation on Boards, Commissions, and Committees. City Council FY23-28 Ensure every single employee knows the City's strategic vision and can connect their role accordingly. FY23-28 City Manager's Office Strengthen volunteer engagement, management, and appreciation efforts. FY23-28 City Council and City Manager's Office Implement increasingly relevant organization -wide training opportunities such as conflict resolution and de-escalation training. FY24-28 City Manager's Office Conduct comprehensive benefits review and implement changes based upon workforce data and best practicesexploring benefits such as paid volunteer time, wellness offerings, and flexible stipends for challenges such as childcare, transportation, education and FY25-28 City Manager's Office more. Explore opportunities to build talent pipelines through temporary staff outreach, apprenticeship programs, diverse recruitment networks or other innovative career pa ,.vay initiatives. FY26-28 City Manager's Office 12 Financial FUTURE VISION City residents believe property taxes and utility fees are fair and commensurate to service levels, and do not experience erratic changes in rates and fees. The City maintains sufficient financial resources to proactively maintain and replace assets, carry out strategic plan initiatives, and be insulated from unanticipated financial stressors. Partnerships, grant funding, and other creative financing mechanisms are routinely part of program and project financing structure. The City maintains a AAA bond rating, resulting in lower borrowing costs for residents and businesses. STRATEGIES To advance the Vision the City will pursue the following strategies: 9 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. IV Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds and prudent debt management. 13 ACTION PLAN 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. Coordinate with Iowa League of Cities, Metro Coalition, and the City's contracted state lobbyist to oppose unfunded state mandates and detrimental tax reforms. Maintain the City's AAA bond rating. 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. 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. 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 or Franchise Feethat can help achieve strategic plan goals, fund infrastructure and facility needs, and reduce reliance on property tax. Finance I FY23-28 City Manager's Office 4 FY23-28 Finance FY23-28 Finance FY23-28 Finance FY23-28 City Manager's Office I FY24-28 City Manager's Office I FY26-28 City Manager's Office I FY26-28 City Manager's Office FY26-28 and City Council 14