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Home My WebLink About2011-12-05 CorrespondenceCity of Iowa City, Iowa Goal Setting Report November 29 and December 5, 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 fity 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: 1. 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. Conduct an organizational effectiveness session with the elected officials. 7. Preparation of this final report. Goal Setting Work Session City Council Members and the Mayor held work sessions conducted by the IPA on November 29 and December 5, 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 — November 29 session only), Mike Wright (out - going), Jim Throgmorton (in- coming), Rick Dobyns (in- coming), Michelle Payne (in- coming), UISG Liaison Cody Graham (December 5 session only), 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. Summary reports of these sessions have previously been transmitted to the City. 3 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 4 • 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: • Downtown/Near Downtown (6) • Economic and Community Development (6) • Neighborhood Stabilization (5) • Budget/Finance (5) • Communication/Image/Perception (4) 5 On -Going /Committed Proiects 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: o Lower Muscatine Road reconstruction • Airport parallel taxiway • I" 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 o Downtown retail market analysis o 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 o Include cultivation of closer working relationship with area State legislators o 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 n 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: • Integrated urban design • 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 City Council met on December 5, 2011, to review and discuss a variety of ideas to improve organizational effectiveness and accomplish the selected goals and priorities. At that session, the Mayor and City Council selected the following initiatives to improve organizational effectiveness: • Explore creative, innovative ways to enhance effective two -way communications between the City and the public. • City Manager to continue evaluation of methods to enhance the efficiency and effectiveness of city operations. • Instill an internal culture of encouraging and rewarding creativity and innovation on the part of city staff. • Explore conducting periodic listening sessions in diverse parts of city. • Undertake succession planning. • Deploy more savvy approach to government relations — be more engaged on state- wide level with peer cities, be more strategic with state and federal delegations. Final Comments It was a pleasure to assist the City of Iowa City with this strategic planning process. I was extremely impressed with the level of commitment, cooperation and positive attitudes demonstrated by all the elected officials, department /division directors and line staff. 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 prepare an "action plan" for accomplishing the planning goals. The action plan would define the steps that would be needed to accomplish each goal, identify who is responsible for implementation, and establish a timeline for accomplishment. The action plan should then be presented to the City Council for review and approval. It is also recommended that staff review with the City Council the status of implementing the goals on a quarterly basis. Jeff Schott Institute of Public Affairs University of Iowa December 6, 2011 8 Exhibit A City of Iowa City Goal Setting Session — 2011 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 • Benton and Mormon Trek • 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 • Enable businesses and residents to save money and create new jobs by reducing use of coal -fired electricity 9 • 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 10 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 11 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.) 12 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. 13