HomeMy WebLinkAbout2011-11-29 CorrespondenceCity of Iowa City, Iowa
Goal Setting Report
November 29, 2011
Mayor:
Matt Hayek
City Council:
Susan Mims
Terry Dickens
Connie Champion
Regenia Bailey (out - going)
Ross Wilburn (out - going)
Mike Wright (out - going)
Jim Throgmorton (in- coming)
Rick Dobyns (in- coming)
Michelle Payne (in- coming)
UISG Liaison
Cody Graham
City Staff
City Manager Tom Markus
Asst. to the City Manager Geoff Fruin
City Clerk Marian Karr
City Attorney Eleanor Dilkes
Finance Director Kevin O'Malley
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Facilitated bv:
Jeff Schott
Institute of Public Affairs
University of Iowa
CITY OF IOWA CITY, IOWA
GOAL SETTING SESSION
2011
TABLE OF CONTENTS
Introduction..................................................... ............................... Page 3
Goal Setting Work Session ............................. ............................... Page 3
Issues, Concerns, Trends, and Opportunities ........... ............................... Page 4
Prioritization of Issue Areas .............................. ............................... Page 5
On- Going /Committed Projects .......................... ............................... Page 6
Significant and New Initiatives ..................................... ..............................Page 7
Organizational Effectiveness .............................. ............................... Page 8
FinalComments ................................................................. ............................... Page 9
Exhibit A — Significant Projects, Programs, Policies, and Initiatives Considered Page 10
ExhibitB — Agenda ................. ............................... ...........................Page 12
Exhibit C — Questionnaire ......... ............................... ...........................Page 13
2
CITY OF IOWA CITY, IOWA
GOAL SETTING SESSION
2011
Introduction
The City of Iowa City requested the Institute of Public Affairs (IPA) to assist the city
with goal setting. IPA agreed to organize and facilitate a process that involved the
following steps:
Prepare a questionnaire to identify issues /trends /concerns, potential new
initiatives /programs /policies and suggestions to improve organizational
effectiveness.
2. Prepare a list of suggested initiatives and policies based upon the comments of
the elected officials, city division/department heads and city line staff.
3. Conduct a preliminary session with line staff.
4. Conduct a preliminary session with department /division heads
5. Conduct a goal- setting session with the elected officials.
6. Preparation of this final report.
Goal Setting Work Session
City Council Members and the Mayor held a work session conducted by the IPA on
November 29, 2011. In attendance and participating at this meeting were Mayor Matt
Hayek, City Council members Susan Mims, Terry Dickens, Connie Champion, Regenia
Bailey (out - going), Ross Wilburn (out - going), Mike Wright (out - going), Jim
Throgmorton (in- coming), Rick Dobyns (in- coming), Michelle Payne (in- coming), City
Manager Tom Markus, City Clerk Marian Karr, City Attorney Eleanor Dilkes, Finance
Director Kevin O'Malley and Assistant to the City Manager Geoff Fruin.
IPA held preliminary sessions with line staff on September 13 and 14, and department
and division heads on October 19.
Issues, Concerns, Trends and Opportunities
The following were identified as issues, concerns, trends, and opportunities that may
affect future city services, policies, finances or operations:
• Budget questions
• Heavy reliance on property tax for revenue
• High property tax rates and fees compared to other cities in Iowa and
locally
• Lack of willingness to stand up for the value of services provided by taxes,
so there is pressure on policy makers to minimize taxes and therefore
constrain services that a city can provide
• Effective response to reduction in federal funding and commercial
property tax revenues
• State budget cuts
• Increasing number of federal and state unfunded mandates
• Expansion of property tax exempt entities within city
• City absorbing greater proportion of costs for shared public facilities and
programs
• Slower rate of growth in value of tax base
• State mandated contributions to police and fire dept. retirement funds
• Neighborhood stabilization
o Rec facilities on west side
• Neighborhood preservation
• More owner occupied housing in and near downtown
• Considerable social tension over arrival of lower income persons
✓ Need to invent better ways of making newcomers feel they are part of
the community while ensuring that all residents feel safe in their
neighborhoods
• General support for south/southeast neighborhoods with
development /redevelopment where possible
• How to lose the image of being a city that is not pro- business
o Changing the culture (perceived or real) within city hall as it relates to
customer service, business development
• Inspection and Planning Depts. — work together to streamline process, change of
attitude to work with developers and contractors to help them, not discourage
them from building in Iowa City
• What should be Iowa City's policy with regard to building and development
• Lack of "tooting our own horn" among leaders about who we are, our
accomplishments and opportunities for future
• How large (geographically) can the city be and be sustainable.
o Development at edges and expectation of city services
o Additional fire stations
o Important that economic development efforts be integrated with efforts to
mitigate and adapt to long -term environmental threats
• Numerous projects that provide great opportunities, but must ensure to sustain
momentum
• Towncrest redevelopment
• Riverfront Crossings — high quality design
• Downtown activities (with SSMID)
• Flood recovery
• East side industrial park
• Future of Animal Shelter
• How to maintain all the parks and trails and add to each?
• Continue to advocate for rail
• Concern about regionally aggressive use of TIF.
o Don't try to out - compete them; don't run away from the fact that we are
different — treat that difference as a strength
• Need to work with ICCSD to ensure that older schools and neighborhoods help
one another thrive and that new elementary school forms part of a neighborhood
designed for long -term sustainability
• Increasing elderly population needing more and different services
• Expanding capital for small business
• Need to improve economic development activities with goal of increasing
commercial and /or industrial tax base, which will also help create jobs
o More coordinated, results- oriented and effective
• Ongoing focus on public safety as it relates to crime prevention and
neighborhood safety
• Targeting creative -class employers for location of facilities downtown and
elsewhere
• What is the philosophy — appropriate role of city government in particular issue
areas
Prioritization of Issue Areas
Council members were requested to select what he or she considered the five most
important issue areas on which the City Council should focus in the next two years. The
following is the tabulation of that voting (parentheses refer to the number of votes
received — a total of 10 persons participated):
• Downtown/Near Downtown (6)
• Economic and Community Development (6)
• Neighborhood Stabilization (5)
• Budget/Finance (5)
• Communication/Image /Perception (4)
On -Going /Committed Projects
The following were identified as funded and programmed projects for the upcoming 24
month period (Subject to feasibility and securing adequate funding):
• Space needs study
• Flood recovery and mitigation:
• Complete buy -out program
• Make a decision regarding levees (3)
• North wastewater plant
• Gateway (North Dubuque St and Park Road bridge)
• Replace animal shelter
• Rocky Shore flood gate and lift station
• Miscellaneous flood projects
• State and federally funded projects:
• Lower Muscatine Road reconstruction
• Airport parallel taxiway
• 1St Avenue railroad grade separation
• Dubuque St pedestrian bridge
• Terry Trueblood Recreation Area
• Highway 1 trail
o Court St trail — Phase 3
• Riverfront Crossing Redevelopment Project
o Multi -use parking
• Towncrest Redevelopment Project
• Downtown/Near Downtown Initiatives
• Downtown retail market analysis
• SSMID establishment
• Continue advocacy of passenger rail service to Chicago
• Make decision regarding red light cameras
• Develop new legislative strategies incorporating services of new paid lobbyist
• Include cultivation of closer working relationship with area State legislators
• More direct communication with others on certain issues they may be closely
tied to
o Maintain strong presence in Metro Coalition
• Continue grant- funded UniverCity program
• Continue stabilization programs of older neighborhoods such as Longfellow,
Northside, Goosetown
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Significant and New Projects, Programs, Policies and Initiatives
The participants reviewed potential projects, programs, policies and initiatives for
consideration and selected the following as priorities for the upcoming 12 — 24 month
period:
• Explore with ICCSD possibility of jointly announcing mutual intentions to invest
in upgrading /improving older schools and neighborhoods and ensure new
elementary school forms part of a neighborhood designed for long -term
sustainability
Develop a plan for economic strategy and planning to existing commercial areas
outside of downtown and Towncrest to increase commercial property tax
revenues such as:
o Integrated urban design
o Scott and Rochester
o Benton and Mormon Trek
o Sycamore Mall
• Develop comprehensive marketing /public relations /communications plan
• All city depts. use same logo and tagline
• Be more proactive about providing information and developing
connections with businesses, citizens and public at large — beyond press
releases
A complete list of all programs and initiatives considered by the Mayor and City Council
members is attached as Exhibit A.
7
Organizational Effectiveness
The Mayor and City Council will review on December 5 a variety of ideas relating to
improving organizational effectiveness to accomplish the selected goals and priorities.
After review and discussion, the Mayor and City Council will select steps to improve
organizational effectiveness from the following list:
• Commissions — how many and which ones can be consolidated. Make up of
commissions
• Stronger links between what boards and commissions are doing and what we want
to accomplish annually
• Evaluate city organization and staffing to identify changes and efficiencies which
would benefit the community
• Deploy more savvy approach to government relations — be more engaged on
statewide level with peer cities, be more strategic with state and federal
delegations
• Figure out schedule that meets needs for efficient meetings without making them
so truncated that items are left without thorough discussions or no time to deal
with topic in a timely manner
• Invest in areas that provide direct benefit to citizens and businesses before
building administrative structure
• Organization communication continues to operate in silo fashion — slows
responsiveness and creates unclear messages
• Operate in a team environment
• Create a more innovative and responsive environment in area of economic
development
• Streamline operations
• Flowchart processes and procedures, remove unnecessary steps
• Coordinate staff response to private sector projects
• Examine commissions — could merge or eliminate certain ones
• Combine departments for efficiency
• Look into out - sourcing some services
• Evaluate staff structure in depts. and update for efficiency
• Facilitate users' ability to navigate through the various departments
• Better customer service /public relations overall
o Address "city hall culture" issues
• Show more hustle as an organization
• Reward creativity and innovation on the part of city staff
• Learn to use new social media far more effectively
• Conduct quarterly listening sessions in diverse parts of city (no formal decision
making)
• Communication between council and staff to be clear on impact of policies the
council is considering
• Departments have yearly goals and succession plans
• Employees have yearly goals and evaluations
E:3
Final Comments
It was a pleasure to assist the City of Iowa City with this goal setting process. It is
important to note that the prioritization of projects and initiatives is not "cast in stone."
They can be modified as new circumstances may occur.
It is recommended that staff review with the Mayor and City Council the status of
implementing the goals, projects and initatives on a quarterly basis.
Jeff Schott
Institute of Public Affairs
University of Iowa
November 30, 2011
7
Exhibit A
City of Iowa City
Goal Setting Session — 2011
MEMNON
SIGNIFICANT and NEW INITIATIVES OR PROGRAMS CONSIDERED
• Develop a program to promote sustainable growth and what it looks like for
Iowa City
• Look at stronger regional partnerships, including economic development
• Re- evaluate funding for community programs — consider stronger alignment of
funding and partnerships with area nonprofit organizations with city's strategic
priorities
o Consider public /private partnership opportunities as we look at space needs
and facilities
• Develop a plan for economic strategy and planning to existing commercial areas
outside of downtown and Towncrest to increase commercial property tax
revenues
o Integrated urban design
o Such as Scott and Rochester
o Benton and Mormon Trek
o Sycamore Mall
• Find ways to provide city funding for UniverCity program
• Develop city GIs program
• Develop comprehensive marketing /public relations /communications plan
• All city depts. use same logo and tagline
• Be more proactive about providing information and developing connections
with businesses, citizens and public at large — beyond press releases
• Upgrade city website to make it more intuitive and user friendly (see City of
Coralville's)
o Upgrade how it comes up in a Google search
• Improve southeast side by buying and selling rental housing to qualified buyers
• Update Rec Center to provide activities to attract families
• Seek assistance to resolve conflicts with Coralville at regional scale
• U of I could sponsor effort
• Chamber of Commerce, ICAD and Convention and Visitors Bureau could
play important roles
• Explore merits of selling additional G.O. bonds to fund new initiatives for long-
term challenges such as:
• Support renovation of older buildings in older neighborhoods — i.e.,
UniverCity Neighborhood Partnership Program
• Support construction of lower -cost housing in new developments
o Enable businesses and residents to save money and create new jobs by
reducing use of coal -fired electricity
10
• Create city -wide climate action task force
• Help residents and businesses save money, create new jobs and reduce
carbon emissions
• Created jointly with other governmental entities throughout Johnson Co.
• Explore possibility of providing time - limited property tax reduction to
small locally -owned businesses that facilitate reductions in carbon
emissions
• Could be coupled with fee on electricity and gasoline consumption with
revenues used to support such businesses
• Task force or advisory group to generate sustainability indicators that enable us
to track economic, social and environmental variables /trends
• Provide financial support for start-up businesses that focus on long -term
sustainability and /or web -based technologies and applications
o Empty storefronts on S. Linn St between Burlington and Court would be
great site
• Building "Museum of the New Midwest" near new Amtrak station
o Would strengthen community identity
o Attract tourists
o Could be part of regional network of sites connected by cultural trail
• Create advisory group consisting of people know and trusted by lower income
newcomers
o Increase ability of Office of Neighborhood Services to work with those
newcomers
• Explore innovate ways of including lower -cost housing in new developments
• Explore with ICCSD possibility of jointly announcing mutual intentions to
invest in upgrading /improving older schools and neighborhoods and ensure new
elementary school forms part of a neighborhood designed for long -term
sustainability
• Explore the merits of shutting down the Airport and redevelop the land as new
urbanist development
• Explore concept of providing for -fee on- street parking in certain areas
11
Exhibit B
AGENDA
INSTITUTE OF PUBLIC AFFAIRS THE UNIVERSITY OF IOWA
CITY OF IOWA CITY, IOWA
STRATEGIC PLANNING SESSION
TUESDAY NOVEMBER 299 2011
BECKWITH BOATHOUSE CONFERENCE ROOM
1209 NORTH DUBUQUE STREET /TAFT SPEEDWAY
1:00 - 5:00 PM
1. Introductions and Opening Comments
a. Name, Tenure, and Background
2. General Overview of the Meeting and the Strategic Planning Process
a. The Ground Rules for this session
3. Review Issues, Concerns, Opportunities, and Trends
4. Identify On -Going Commitments
5. Review Significant Programs, Policies, Projects and Initiatives
a. Ranking of Priorities
6. Discussion of Implementation Issues
7. IPA Report to the Mayor and City Council — 2011 Goal Setting Process
a. Development of Action Plan
b. Importance of Quarterly Updates
8. Adjourn
12
Exhibit C
CITY OF IOWA CITY
STRATEGIC PLANNING SESSION — 2011
QUESTIONNAIRE
INTRODUCTION
The City Council's Strategic Planning Sessions will be held on November 29 and
December 5. The purpose of these sessions will be to identify and prioritize the City's
overall goals and objectives for the next two to four years.
In order to prepare for these sessions, you are requested to identify key issues and
potential objectives that will be reviewed and discussed at the session. Please complete
all sections of this questionnaire. If you need additional space, please feel free to attach
additional page(s).
Issues, Concerns, Trends, and Opportunities
Please list specific issues, concerns, trends, and opportunities that affect future city
services, policies, finances or operations. (You do not need to identify potential solutions
to your concerns.)
13
Significant Initiatives, Programs, Projects or Policies
Please list any significant initiatives, programs, projects or policies that you think the
City should consider in the next two - four years.
Organizational Effectiveness
Please list several things that the City Council and /or staff could do in the future to
improve organizational effectiveness, decision - making process, teamwork and the ability
to accomplish the City's stated goals and objectives.
RETURN OF QUESTIONNAIRE
Please return this questionnaire to Marian Karr by Friday, November 4.
14
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t THE UNIVERSITY
lllll! OF IOWA
INSTITUTE OF PUBLIC AFFAIRS
THE UNIVERSITY OF IOWA
GOAL SETTING GROUND RULES
1) This goal setting session is a work session of the City Council /Board. As such, no final
actions or decisions can be made at this meeting. Final approval of the goals and
priorities will be taken at a subsequent official meeting of the City Council /Board.
2) Please be respectful and patient of the ideas, suggestions and comments of the other
participants. Every idea or proposal is worthy of consideration and will be listed in the
final report.
3) This is not the time to really sell or promote your suggestions. Those discussions can
come in later meetings.
4) It is also not time to be critical of other ideas or suggestions. If you do not support a
particular idea, then do not vote for it.
5) There should be a free flow of ideas, but time is limited. We do not have the time to
resolve any one issue today. It is the responsibility of the facilitator to keep the session
focused and on target.
6) Silence means affirmation. If no objections are heard regarding a particular topic, it will
be assumed everyone is in agreement.
7) Please do not engage in side conversations so that everyone can be heard and understood.
8) This is your meeting. We want it to be enjoyable, interesting and, most importantly,
productive and beneficial.
FINAL REPORT
1) The report on this goal setting session will be presented in draft form to the elected
officials for review and approval. The elected officials can modify and clarify the
various parts of the report as needed.
2) It is recommended that the status of implementing the approved goals be reviewed and
discussed on a quarterly basis.
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Institute of Public Affairs
The University of Iowa
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INSTITUTE OF PUBLIC AFFAIRS THE UNIVERSITY OF IOWA
CITY OF IOWA CITY, IOWA
STRATEGIC PLANNING SESSION
TUESDAY NOVEMBER 299 2011
BECKWITH BOATHOUSE CONFERENCE ROOM
1209 NORTH DUBUQUE STREET /TAFT SPEEDWAY
1:00 - 5:00 PM
1. Introductions and Opening Comments
a. Name, Tenure, and Background
2. General Overview of the Meeting and the Strategic Planning Process
a. The Ground Rules for this session
3. Review Issues, Concerns, Opportunities, and Trends
4. Identify On -Going Commitments
5. Review Significant Programs, Policies, Projects and Initiatives
a. Ranking of Priorities
6. Discussion of Implementation Issues
7. IPA Report to the Mayor and City Council — 2011 Goal Setting Process
a. Development of Action Plan
b. Importance of Quarterly Updates
8. Adjourn