HomeMy WebLinkAbout02-21-2013 Senior Center CommissionThe
Center
IOWA CITYIJONNSON COUNTY SENIOR CENTER
Agenda
Thursday, February 21, 2013
4 p.m. — 5:30 p.m.
Room 209
Time
4 — 4:05 p.m.
1.
Introductions — Honohan
4:05
—4:10 p.m.
2.
Minutes (January 25, 2012)
4:10
—4:20 p.m.
3.
Public Discussion
4:20
— 4:25 p.m.
4.
Commission Assignments— Honohan
✓ Commission Visits
Board of Supervisors — ? ? ??
Call in advance to be placed on the agenda
1. Thursday. February 28, and March 7 and 21 at 9 a.m.
City Council — ? ? ??
All meeting dates are tentative and should be checked prior to attending
1. Tuesday, March 5 and 19 at 7 p.m. - - ? ? ??
4:25
—4:35 p.m.
S.
Steering Council Report — Mitchell
4:35
—4:40 p.m.
6.
Discussion Developing Regulations for Serving Alcohol at Senior Center Events -
Honohan
4:40
-5:15 p.m.
7.
Operational Overview — Kopping
✓ Signage
✓ Goals and Objectives Updated: City of Iowa City
✓ Nutrition Program
✓ NHB Update
8.
Staff Reports
5:15
— 5:30 p.m.
9.
Commission Discussion —Honohan
✓ Board of Supervisors Report— Honohan
✓ City Council Report— Honohan
✓ Vacancy
Meeting Packets:
1. Agenda: Thursday, January 25, 2013 5. Goals and Objectives: City of Iowa City
2. Minutes from Friday, Jan 25, 2013
meeting
3. Staff Reports
4. Nutrition Program Correspondence
Preliminary Minutes
January 2013
MINUTES
SENIOR CENTER COMMISSION
JANUARY 25, 2012
ROOM 208, IOWA CITY /JOHNSON COUNTY SENIOR CENTER
Members Present: Jay Honohan, Rose Hanson, Mark Holbrook, Chuck Felling,
Kathy Mitchell
Members Absent: Michael Lensing
Staff Present: Linda Kopping, Kristin Kromray
Others Present: None
RECOMMENDATIONS TO COUNCIL:
None.
CALL TO ORDER:
The meeting was called to order by Honohan at 4:00 PM.
APPROVAL OF MINUTES FROM November 15, 2012 MEETING:
Motion: To accept the minutes from the November 15, 2012 meeting.
Motion carried on a vote of 5/0 Holbrook /Felling.
PUBLIC DISCUSSION OF ITEMS NOT ON THE AGENDA:
None.
COMMISSION ASSIGNMENTS:
Honohan will attend both a Johnson County Board of Supervisors meeting and a
City Council meeting.
STEERING COUNCIL REPORT:
Felling and Mitchell reported that the Steering Council Forum will be held on April
16th, 2013. The Outreach and Membership working committees met for a joint
meeting to discuss overlapping responsibilities and how to promote diversity
among the membership. Many ideas were generated and will be brought to the
Steering Council.
Preliminary Minutes
January 2013
One of the Outreach Committee's goals for 2013 is to reach out to various civic
groups for funding. They plan to work with Kopping to raise funds to buy
electronic signage for the entrances of The Center.
The Program Committee has started a new science book club. Also, the Program
Committee and Michelle Buhman are working with a University of Iowa
journalism class to put together a Blues Festival. Buhman is also looking at the
possibility of partnering with Loren Horton's travel company. Mitchell reported
that the photos taken by Peter Feldstein will be incorporated into a larger project
in collaboration with the Iowa City School District.
DEVELOPING REGULATIONS FOR SERVING ALCOHOL AT SENIOR
CENTER EVENTS:
Honohan reported that the development of regulations is currently on hold.
STAFF REPORTS:
Honohan mentioned he was very impressed with the report on the accredited
Senior Centers that was in the Commission's meeting packet. He noted that our
Senior Center, compared to the other accredited Senior Centers, is very
impressive. The Commission discussed the benefits of having a centralized
Senior Center in a downtown location.
OPERATIONAL OVERVIEW:
Kopping reported that the new awning is up on the Washington St entrance. The
Linn St sign has been ordered and should be installed soon.
Kopping reviewed the Senior Centers 2010 -2015 strategic plan. The strategic
plan was formulated in 2009 -2010 through a series of meetings with
representatives from participants, volunteers, commission members, staff and
community members who were split into working groups. The groups put
together recommendations that ultimately became the strategic plan. Staff
updates the plan quarterly to see if benchmarks are being met.
COMMISSION DISCUSSION:
Honohan expressed concern over the funding of SEATS. The Commission
discussed transportation concerns for the elderly and disabled in our community.
Honohan proposed the following officers for 2013: Honohan, chair; Lensing, vice
chair; Holbrook, secretary.
Preliminary Minutes
January 2013
Motion: To accept the slate of proposed officers proposed for 2013. Motion
carried on a vote of 5/0. Felling /Holbrook.
ADJOURNMENT:
Motion: To Adjourn. Motion carried on a vote of 5/0. Holbrook /Mitchell.
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From: Susan Wehr [ mailto :swehr @elderservicesinc.com]
Sent: Friday, January 25, 2013 11:10 AM
To: Linda Kopping
Cc: Zach Kakac; Craig Buhman
Subject: RE: Friday morning meeting
See you on 2/22 at 9:30 at the SC
Executive Director
Elder Services, Inc.
1556 S. First Ave. Suite A
Iowa City, Iowa 52240
319 - 338 -0515
Like us on facebook at:
httn s: / /www.facebook. com /n aaes /Elder - Services -Inc/ 176340322416819
CONFIDENTIALITY NOTICE: This email (including attachments) contains information from Elder Services, Inc., which maybe
confidential or privileged. If you are not the intended recipient, you are hereby notified that any copying, distribution,
disclosures, or use of the contents of this information is prohibited. If you received this email in error, please reply to the
sender immediately and then destroy the document.
From: Linda Kopping [mailto :Linda- Kopping @iowa- city.org]
Sent: Friday, January 25, 2013 10:25 AM
To: Susan Wehr
Cc: Zach Kakac; Craig Buhman
Subject: RE: Friday morning meeting
Susan:
Good to hear from you. Craig and I have been wondering about this morning's
meeting...
I have us down for a meeting on February 22. Look forward to seeing you
then —nice and close to spring.
Linda
Linda Kopping, Coordinator
Senior Center
28 South Linn St.
Iowa City, IA 52240
319 - 356 -5225
319 - 356- 5226(FAX)
Linda- K000ina@iowa- citv.ora
What's Happening at the Center? Check our Website at: www.icaov.ora /senior
From: Susan Wehr [ mailto :swehrCalelderservicesinc.com]
Sent: Friday, January 25, 2013 10:04 AM
To: Linda Kopping
Cc: Zach Kakac
Subject: RE: Friday morning meeting
Linda,
Until I get past 2/15 1 am unavailable on Friday mornings. Shall we plan on meeting 2/22?
,Sa a" 7it'%elm,
Executive Director
Elder Services, Inc.
1556 S. First Ave. Suite A
Iowa City, Iowa 52240
319 - 338 -0515
Like us on facebook at:
httns: / /www.faceboo k. com /n aae s /Elder - Services -Inc/ 176340322416819
CONFIDENTIALITY NOTICE: This email (including attachments) contains information from Elder Services, Inc.,
which may be confidential or privileged. If you are not the intended recipient, you are hereby notified that any
copying, distribution, disclosures, or use of the contents of this information is prohibited. If you received this email
in error, please reply to the sender immediately and then destroy the document.
0
From: Linda Kopping fmailto :Linda- K000ing(Oiowa- citv.org]
Sent: Thursday, January 17, 2013 5:58 PM
To: Susan Wehr; Zach Kakac
Cc: Craig Buhman
Subject: Friday morning meeting
Hi Susan and Zach:
I am unable to meet tomorrow because of an all -day software in- service training
program. Can we meet next Friday at 9:30 a.m. in my office?
Linda
Linda Kopping, Coordinator
Senior Center
28 South Linn St.
Iowa City, IA 52240
319 - 356 -5225
319 - 356- 5226(FAX)
Linda- Kouuing0iowa- citv.ora
What's Happening at the Center? Check our Website at:
www.icoov.oro /senior
Background:
Iowa City contracted with the University of Iowa's Institute of Public Affairs (IPA) for facilitation services
to assist with development of the FY 2012 -13 Strategic Plan. The strategic planning process involved
multiple steps, including gathering input from the general public, front line City staff, department
directors and the City Council. The process was initiated in the spring of 2011 and was completed with
two City Council work sessions taking place on November 29th and December 5th of 2011. The strategic
planning process focused on the following:
1. Issues, Concerns, Trends and Opportunities
2. On -Going or Committed Projects
3. Significant and New Projects, Programs, Policies and Initiatives
4. Organizational Effectiveness
The FY 2012 -13 Strategic Plan is an outline illustrating the primary areas of focus in the current year.
Numerous additional projects, initiatives and policy matters that are not mentioned in this document
will be carried out or addressed throughout the year as appropriate. The priorities in the FY 2012 -13
Strategic Plan are intended to be fluid and may change over time as determined appropriate by the City
Council.
Established Priorities:
The FY 2012 -13 Strategic Plan established the prevailing organizational focus as the following:
1. Economic and Community Development
2. Development of the Downtown and Near Downtown Areas
3. Neighborhood Stabilization
4. A Strong and Sustainable Financial Foundation
5. Coordinated Communication and Customer Service Orientation
In addition to acknowledging numerous on -going or committed projects (See Appendix A), the City
Council identified the following new projects and initiatives that fall within the above - mentioned focus
areas:
• Actively work with the Iowa City Community School District (ICCSD) on a joint strategy to
maintain and build upon the success of schools in established neighborhoods while ensuring
new elementary schools are planned as integral and sustainable components of neighborhoods
(Neighborhood Stabilization)
1IPage
• Develop an economic development strategy for targeted commercial properties outside of the
previously noted downtown and near downtown districts
(Economic and Community Development)
• Conduct a comprehensive organizational assessment focusing on communication strategies and
the organizational customer service culture
(Coordinated Communication and Customer Service Orientation)
The City Council also discussed a number of topics related to organizational effectiveness. Many of
these issues will be fully examined through the above - mentioned organizational assessment. In addition,
the City Council has also directed staff to undertake a succession planning process and become more
strategic and engaged in working with State and Federal government representatives.
Status Report:
The City Manager's Office is coordinating various actions that contribute to successful outcomes in each
of the identified focus areas. This Status Report explains each of the following issue areas, names a
primary staff contact, defines the anticipated steps needed to achieve the desired outcomes, and
presents a timeline for completion of specifically outlined projects. The report also includes pertinent
activities or projects identified by staff that Council may wish to consider in future budget processes.
Lastly, the report contains a summary of the ongoing or committed projects that Council discussed at its
strategic planning work sessions. This summary includes project descriptions, status updates and
pending Council decision points.
21 Page
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FY 2012 -13 City Council Strategic Plan
Priority: Economic and Community Development
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: The City strives to expand and diversify the economic base of the community,
particularly in existing planned commercial and industrial areas that have
established supporting infrastructure.
Action Plan:
The City Council has indicated a strong desire to promote private investment in established commercial
areas and strategic green -field sites that have previously been targeted for new development. The areas
that will be focused on in the coming year include, but are not limited to:
• Towncrest
• Sycamore Mall and First Avenue
• Highway 6 / Highway 1
• 420th Street Industrial Park
• Moss Office Park and Northgate
Each of these areas have different needs and varied market potentials. In the coming year staff will be
focusing on specific projects in each of these locations. Additionally, staff will be looking at more
generalized strategies that could help facilitate economic development investments throughout the
community.
Towncrest
This area has been the focus of planning efforts over the last several years. In the coming year, staff will
work to facilitate redevelopment of several key properties and also begin work on a streetscape project
that will improve the function and aesthetic appeal of the area. These initial projects are intended to
serve as a catalyst for future investment in this business corridor.
Sycamore Mall and First Avenue
With the pending departure of Von Maur in June of 2013, staff is actively working with the private
owners of the Sycamore Mall on a new strategy for the property. The loss of the anchor tenant presents
a great challenge, but also a unique opportunity to reinvent the commercial space. Staff is also
preparing for several significant capital projects in this retail corridor. These street improvement
projects will aim to improve traffic flow in this often congested region.
Highway 6/ Highway 1
This area remains a viable commercial corridor, in large part because of the high traffic counts. One of
the primary efforts that staff will be focusing in the coming months is a plan for the City -owned Public
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Works and Transit property. As the City transitions its municipal operations to the S. Gilbert Street
location, new prime development space will become marketable. Staff is currently working on
environmental reviews and is planning to prepare a draft RFP for the property in 2012 -13. The City still
has operations on the site, and as a result any development will likely need to be phased in until such
time that all operations can be relocated. During the budget preparation process for FY 2014, staff will
be looking at options to expedite the transfer of all operations to the S. Gilbert Street campus.
420th Street Industrial Park
The City has invested considerable money in infrastructure development and recently achieved a shovel
ready status designation for prospective industrial enterprises. In the coming year, the public capital
projects should be substantially completed. ICAD and City staff continues to receive inquiries about the
property. It is expected that interest will continue to grow as the economy rebounds and capital projects
are completed. As inquiries about the property increase, staff will be assisting ICAD with the necessary
evaluations.
Moss Office Park and Northgate
The Moss Office Park area is one with great potential due to its location off of 1 -80. However, there are
significant infrastructure improvements that are necessary to accommodate the planned growth. Staff is
actively working with Pearson and the Moss Office Park owners on potential access arrangements that
could allow for a phased development approach to this property. The Northgate corporate park is
continuing to experience build out.
In addition to the more location specific actions listed above, staff will be focusing on broader polices
and projects that can influence economic development throughout the community. Examples of such
efforts will include:
• Closer collaboration with ICAD, including helping to launch their planned co- working project in
Iowa City
• Investigation of additional co- working projects with private or non - profit entities
• Review of CDBG programs and policies that facilitate economic development activity
• Continued analysis of zoning classifications and provisions, as well as other policies that may be
unnecessarily restricting specific development projects
• Analysis of potential future capital investments that could facilitate private investment
• Streamlining of the internal economic development and business operation processes within the
City
• Investigating the cost /benefit of a retail analysis and recruitment consultant
Creating a healthy economic development environment through appropriate land use policies, incentive
programs, stakeholder relationships and strategic capital investments is a continuing priority for City
staff. Focus on these broader economic development issues will help maximize the private investment
that results from the more targeted strategies in the specific areas that Council has identified with this
goal.
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Progress to Date:
In 2011 the Council adopted a new set of economic development policies that are helping to guide
decisions pertaining to public incentives. These policies are serving as a valuable standard for staff and
elected officials. Staff will continue to evaluate the effectiveness of these policies and recommend any
changes as necessary in the future. Staff is also evaluating the cost and benefits associated with a retail
recruitment consultant. Many cities contract for such services in an effort to boost regional and national
exposure of local commercial properties. This evaluation is ongoing and will be reviewed with Council at
a future date.
Towncrest
The spring of 2012 witnessed the completion of the free medical clinic building facade project. This
project illustrates the type of redevelopment that can be expected in the district. Additionally, staff
finalized the acquisition of the Kerr -McGee property on First Avenue and Muscatine. Staff intends to
market this property for redevelopment beginning in the fall of 2012.
Council approved a redevelopment agreement with Hodge on a new medical office building at the
corner of Williams and Muscatine. The site plan for the property is currently being reviewed. In
conjunction with this project, staff is also developing a streetscape project for Williams Street, between
Muscatine and Towncrest Drive.
Finally, staff continues to meet with prospective developers evaluating projects in the Towncrest area.
As the above - mentioned projects begin to take shape, staff expects that development interest in the
area will continue to grow.
Sycamore Mall and First Avenue
Staff continues to have regular discussions with the Sycamore Mall ownership team and the General
Manager. The mall is working on plans for physical improvements to the property and staff expects to
receive a formal plan in 2012. At the request of the mall, the City staff completed landscaping
improvements to the area between Highway 6 and the Sycamore Mall. These improvements enhanced
the visibility and provide for a more aesthetically welcoming appearance to the property. Other areas of
focus for the mall management team appear to be improvements to the property signage, an interior
common space remodel, outlet development, and additional special events on the property. Earlier in
2012 the City Council approved a CDBG small business loan for Title Boxing, which will open in October
at a previously vacant tenant space inside the mall.
Staff is also coordinating four significant capital projects in the area that are expected to last two or
more constructions seasons. Those include improvements to Sycamore and Lower Muscatine roads, as
well as the grade separation project on First Avenue and the State of Iowa's repaving of Highway 6.
These projects, which are all underway in different phases, will each have a positive impact on the traffic
flows and aesthetics in this commercial district.
Highway 6/ Highway 1
Much of staffs focus on this corridor has been on the publicly owned land located at the southeast
corner of Highway 6 and Riverside Drive. A phase one environmental study has been completed and a
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phase two study is in- progress. Once the extent of any environmental concerns is known, the City will
initiate remediation actions or will issue an RFP for potential development. The site still houses various
municipal operations and staff is exploring options for expediting relocation plans for those
departments. In the fall of 2012 the Council approved a contract to relocate the fueling pumps from that
site. Staff is currently investigating grant programs and other financial mechanisms that may be
necessary in order to assist with relocation. The eventual private development may likely need to be
phased, depending on the timing of such relocations.
The State of Iowa is commencing work that will repave and improve portions of Highway 6 through Iowa
City. Additionally, the City has commenced work on a large sidewalk installation along portions of
Highway 6.
Moss Office Park and Northgate
Staff continues to work with the developers of the Moss Office Park as they push forward with
developing their real estate along the 1 -80 / Dodge Street interchange. Access to the property remains
the most critical issue, as the cost of connecting Oakdale Boulevard from the west is too prohibitive at
this time. As a result, the City has been working toward a solution with the development team and
Pearson, which owns the majority of land where a new road will need to be placed. Staff is coordinating
such improvements with the Iowa Department of Transportation due to the projected impact on
Highway 1. The Planning and Zoning Commission conditionally approved the rezoning for phase one of
the Moss Office Park. The City Council will be considering similar action in October of 2012.
Staff continues to work with the Northgate property owners and ICAD on attracting new business to the
Northgate business park. There remains interest in the developable property and staff is optimistic that
some new projects will commence in coming year. Also in Northgate the Council recently approved use
of Midwestern Disaster Area Revenue Bonds for an Iowa City Cancer Treatment Center facility. That
project is currently under construction.
420th Street Industrial Park
In May of 2012, the City Council approved a bid award for the rail spur project in the Industrial Park. This
project, which was funded in part by a State grant, will help increase the marketability of this property.
Also in that same month, the Council received the official shovel ready designation for this property
from the State of Iowa. This designation will help elevate the marketability of the property and will
increase its exposure to companies working with State economic development officials. Both City staff
and ICAD representatives continue to market the property and respond to inquiries from businesses and
site location consultants.
Other Location Specific Projects
The City is actively working to enhance the marketability of the Downtown and Riverfront Crossings
areas. These efforts are detailed in the Downtown strategic plan objective that follows.
Additionally, the City Council partnered with the State on an incentive package to assist with the
expansion of ALPLA, a global bottling company that has a growing operation in Iowa City. The City
should receive confirmation in the coming months as to whether ALPLA will make that investment in its
Iowa City plant.
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The City Council recently approved significant expansion of the Oaknoll property on West Benton Street.
This project will allow for expanded senior housing and care facilities, which has been identified as a
growing need and an area where there is considerable growth potential. Construction will begin in 2012
and will be completed over several years.
In 2012 the City agreed to vacate right -of -way to the University of Iowa. This vacation will facilitate a
parking lot development that will allow for a substantial investment in the medical campus, including a
new tower that will serve as the Children's Hospital. This campus expansion will have a significant
economic impact on the local economy.
On a smaller scale, the City funded three small business startups through the CDBG micro - enterprise
program. Those projects include the Title Boxing, Trumpet Blossom Cafe and Molly's Cupcakes. The City
also used discretionary economic development funds to seed the Busy Co- Working startup, which is now
open in downtown Iowa City. The City is hoping that this venture will expose entrepreneurs to business
resources and contacts needed to grow their ideas in the Iowa City community. It is the City's
understanding that Busy Co- working is currently considering an expansion of their space to meet the
growing demand of their clients. Discretionary economic development funds were also used to help
develop and implement a modified business model for the Prairie Lights bookstore.
Other Economic Development Efforts
In addition to location specific investments, staff is working on various other initiatives aimed at
assisting economic development efforts and streamlining other processes impacting businesses in the
community. In April, the Council adopted code changes pertaining to the redevelopment of non-
conforming properties. These changes will make it less onerous to redevelop or improve such sites in
the community. Staff has identified further refinements needed in this code section and will propose
further changes in the fall and winter of 2012.
The Council also broadened sidewalk cafe standards and gave staff the administrative authority to
approve such uses. This will allow for a turnaround period in a matter of days as opposed to a couple of
weeks. Additionally, many of the standards governing cafes were shifted to administrative regulations
governed by resolution. This will allow staff to be more responsive when responding to business
requests related to cafes in the future.
City staff has initiated a review of the City's commercial zoning classifications. In conducting this review
staff has invited several members of the business community to the table for their insight and input. The
committee began meeting in September of 2012. Changes stemming from this review will be presented
to the Planning and Zoning Commission and Council at a later date.
In an effort to better accommodate the business community, staff has initiated a pilot program focusing
on our development intake process. One criticism of the City has been that it is too time consuming to
coordinate discussions with all the departments and that some issues or additional legislative
requirements are not identified upfront, thus leading to the expenditure of additional time and money
and delays in the project approval process. In order to mitigate these occurrences, staff is piloting a 'one
stop shop' approach to our intake. A cross - departmental team is now available to meet with prospective
developers each week. During these meetings all impacted departments are available to provide initial
comments, raise red flags, and make suggestions. At these meetings, staff can also spell out the
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legislative timeline and expected fees. The initial feedback on this approach has been very positive and
thus staff will continue to refine this process in the coming year.
The City Council adopted a buy local policy in April of 2012. This policy will encourage more local
business and will foster greater business relationships with those entities in Johnson County. Along with
this policy change, the new procurement regulations simplified the business climate for vendors and
service providers interested in doing business with the City.
With the completion of the fourth fire station, the Fire Department initiated the process for updating
the City's Insurance Services Office (ISO) fire protection rating of Class 3. This review took place in May
and the City was notified that effective November 1, 2012 the City's rating would change to a Class 2.
With this change, Iowa City will become only the second community in Iowa to achieve a Class 2 or
better designation. Furthermore, the designation places Iowa City among the top 5% of communities
nationwide. The higher level of service may positively impact property insurance rates of large industrial
users. The high level of service is certainly a selling point for future economic development purposes.
An improvement in the ISO rating to a Class 2 is being realized at the same time as the City's property
tax rate dropped $.57 per $1,000 of taxable value. This property tax reduction for FY 2012 -13 was the
largest among the Iowa Metro Coalition cities. Staff will continue to explore ways to further reduce the
City's tax rate, while maintaining high standards for our public services in the coming years.
Lastly, in August of 2012 the Iowa City Police Department held a liquor license open house event for
businesses. The event intended to bolster communication between the ICPD and liquor license
establishments. At the meeting the ICPD answered questions on current laws, enforcement practices
and other topics. The department also offered a variety of training opportunities that businesses can
utilize in order to better prepare their staff for alcohol sales. The department hopes to build upon the
success of this meeting by hosting similar meetings in the future.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
specific action items or in the FY 2013 -14 budget proposal to Council.
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FY 2012 -13 City Council Strategic Plan
Priority: Development of the Downtown and Near Downtown Areas
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: It is the City's goal to promote growth of the Downtown and Near Downtown
areas in a manner that builds upon the existing vibrancy of the region, serves
persons of all ages and backgrounds, and complements the surrounding
neighborhoods and University community.
Action Plan:
Staff will be focusing on three distinct geographic areas including Downtown Iowa City, the Northside
Marketplace and Riverfront Crossings. Each of these areas requires individual, yet coordinated,
development strategies. In the coming year staff will work to build on the policies and projects that the
City has recently undertaken in a manner that will leverage further private investment in these core
central areas of the community.
Downtown Iowa City
The successful formation of the Iowa City Downtown District (ICDD) presents a unique opportunity to
bring together property owners, businesses, the University of Iowa and Iowa City. With a better
coordinated vision and additional resources from all stakeholders, there will be opportunities to achieve
the desired progress. City staff will remain integrally involved with the ICDD and will offer needed
support throughout this first year and beyond. In conjunction with the ICDD, the City will be actively
looking for ways to build upon the success of special events that successfully bring visitors to the
Downtown. Festivals and other special events are a critical component to the success of the area and
there needs to be a continual effort to improve and expand the scope of such activities.
In 2007 and 2011, the City partnered on two separate market analyses related to Downtown Iowa City.
The Marketek and Divaris studies both highlighted the market potential for the area. It is now
incumbent upon staff, in partnership with our stakeholders, to pursue policies and projects that will help
more fully realize the potential of the central business district.
Staff is planning two significant capital projects that will directly impact the Downtown region. The
conversion of Washington Street from one -way to two -way traffic will improve vehicular and pedestrian
traffic flow and advance the marketability of this important retail corridor. The downtown maintenance
project will improve the physical condition of the infrastructure and streetscape. Staff will be working
closely with the ICDD to prioritize potential projects with an eye toward making the area more attractive
and inviting for patrons. Additionally, staff will evaluate other potential public improvement projects for
the region that may be included in future budget proposals to the City Council.
There are a number of existing projects that are in various stages of development that will have a
positive impact on downtown. The University's announcement of the Voxman -Clapp building location at
the corner of Clinton and Burlington is tremendously positive news for the downtown. That project will
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require careful coordination between the City and University on infrastructure improvements and traffic
management. Staff is actively marketing the 'John Wilson building' property on the eastern edge of the
Downtown (College and Gilbert). This property has great potential to attract significant private
investment and add to the vibrancy of the entire district. ICAD's effort to establish a co- working space in
Downtown as well as the ongoing renovation of the former Vito's space will help to infuse new activity
in the coming year. The recent fire at the Bruegger's and Van Patten House properties also presents
unique redevelopment opportunities. Staff will be working to assist in the successful completion of
these projects, as well as several other potential downtown projects that are currently being
contemplated by various property owners and developers.
Lastly, staff will be investigating ways to facilitate new private investment in the area. Among the items
that staff will be looking at include land use policies and regulations, as well as potential new grant
and /or loan programs to assist in the rehabilitation of exterior and /or interior spaces of existing
buildings. Such programs would aim to increase the marketability of properties and also increase the
amount of usable space within the district's existing building stock.
Riverfront Crossings
The Riverfront Crossing area, located immediately south of Downtown, is intended to serve as a
pedestrian orientated mixed -use neighborhood. Extensive planning for this area has been undertaken.
Staff is working with consultants on the master plan and zoning code changes that will be necessary to
achieve the established vision for that area. Such changes will be presented to the Council in the coming
months. Earlier this year, Council created a new Urban Renewal Area for the Riverside Drive area, which
anchors the western edge of the district. Staff also expects to recommend that Council expand the City /
University urban renewal area south to encompass a greater portion of the Riverfront Crossings area.
Several critical capital projects are currently underway or are being planned in the Riverfront Crossing
area. A new parking structure, as well as the decommissioning of the north wastewater plant will both
help facilitate future private investment in the region. Additionally, staff continues to advocate for a
passenger rail connection to Chicago with an eventual station location in the Riverfront Crossings area.
Establishing rail service would be an incredible boost to the community and would directly impact the
short and long -term marketability of the Riverfront Crossings area.
In the coming year staff will focus on finishing the planning, regulatory and financial incentive policies as
well as commencing work on the initial capital projects. These actions will help lay the groundwork for
future private investment. Additionally, staff will focus on private projects already in some stage of
development, such as the Hampton Inn Riverside Drive hotel project. Evaluation of future public capital
projects that could help speed the development of the area will be considered with the FY 2013 -14
budget submittal to Council.
Northside Marketplace
This area recently benefited from streetscape improvements that advanced the aesthetics and improved
pedestrian and bicycle accommodations. This area will be included in many of the staff analyses that are
described in the neighborhood stabilization goal. Similarly, the efforts to investigate ways to facilitate
new private investment that were described in the Downtown section of this goal will be broad enough
to encompass the Northside Marketplace. Other potential public investments will be considered for the
FY 2013 -14 budget.
141 Page
Progress to Date:
Downtown and Northside Marketplace
Staff has been actively working with the ICDD staff, board and various subcommittees. Examples of such
topics being discussed include parking policies, taxi stands, sign regulations, public safety and general
maintenance practices. The City and the ICDD have already or are in the process of entering into
agreements that will facilitate public art projects, exclusive advertising opportunities, and expanded
sidewalk and City Plaza cleaning. Staff expects that further collaboration with the district will lead to
additional policy and /or project recommendations that will be forwarded to Council as appropriate.
Of particular note, the ICDD board and staff have agreed that it would be prudent for the City to
contract with an urban design team before making a several hundred thousand dollar budgeted
investment in maintenance projects in the Central Business District. The design team will be charged
with reviewing the 1998 streetscape plan and suggest modernizations that will meet the changing needs
of patrons and also more definitely tie the downtown to the Northside Marketplace, Riverfront
Crossings and the University properties. Staff and the ICDD are currently discussing the appropriate
steps to take for this initiative. It is expected that a consultant will be selected over the winter months.
The ICDD has initiated their first special event / public art project, called BenchMarks. This project
involves the painting of over 100 public benches in the Central Business District. The pilot program was
completed in May and additional benches will be painted throughout the year in conjunction with
festivals and other public gatherings. The program is expected to continue in subsequent years. 2012
also ushered in the inaugural One Book Two Book festival, which was very successful and showed great
promise as an annual event showcasing the library and Downtown Iowa City. Lastly, the ICDD and the
City worked to facilitate the very successful Asics Fan Fest that welcomed thousands of wrestling fans
from across the country in conjunction with the Olympic Wrestling Trials.
Earlier this year, the City completed the Washington Street two -way conversion project. The public has
responded very well to this project and there has been no significant challenges post conversion. The
Council also approved new transit routes in the summer of 2012 that are intended to help minimize
behavioral problems that have occurred in past years after large numbers of teenagers were gathering
at the bus exchange in downtown.
Additionally, Council approved new sidewalk cafe standards including allowing for administrative
approvals to expedite business operations. An ordinance change allowing for greater density in
exchange for Class A office space was also approved by Council. This zoning change helped facilitate the
"Park at 201" development that is currently under construction on the pedestrian mall.
There are several individual projects that are at different phases at the current time. Staff is working to
make certain that the following projects remain active:
• Rehabilitation of the former Vito's building continues and a new office tenant has been secured
for the second story space and will be occupying that space in the fall of 2012. A portion of the
ground floor level will be occupied by Film Scene. Staff is optimistic that a first floor retail tenant
will be announced in the coming months.
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• The Park at 201 is the name of the new fourteen story high rise building at the former Wells
Fargo site, which was approved by Council in 2012. Work has commenced on the site and
construction is expected to be completed in late 2013.
• Construction was completed on the mixed -use building in the 500 block of E. Washington. The
residential component is occupied while the retail space is being marketed by the owner.
• Numerous small business investments have been made in the past few months including:
• Busy Co- Working (potential plan for expansion in the near future)
• Trumpet Blossom Cafe
• Molly's Cupcakes
• Prairie Lights
• Council has authorized funding for the ICAD Co -Lab and staff is working with the ICAD board to
finalize the location and business plan for this venture.
• Staff expects to receive several proposals related to the 'John Wilson building' RFP (College and
Gilbert), which will be reviewed by a committee of staff and Council members. It is expected
that a project proposal will be forwarded to Council in late 2012 or early 2013.
• Staff is actively working with the owners of the two downtown properties that were damaged
by a fire last fall. The Bruegger's corporation has obtained the necessary permits for their new
building on Iowa Avenue.
• Staff assisted with a rezoning application and associated special exception for the property that
housed the former Sabin School facility. The rezoning will facilitate a banking facility and
indirectly the University's Voxman -Clapp School of Music project.
Riverfront Crossings
Riverfront Crossings is in its early planning stages, however a number of significant happenings are
occurring in 2012. The City Council recently approved an expansion of the south waste water plant,
which will eventually lead to the decommissioning of north plant. This will free up valuable public space
that will serve as an anchor for the district. The final master planning documents for the region are
being finalized in 2012. The adopted plan will serve as a blueprint for public and private investments in
the district.
In 2012, the City Council approved a new Urban Renewal Area on the western edge of the district
covering the Riverside Drive area, immediately west of the river. This financial incentive tool could be
used to spur redevelopment through private incentives or strategic investments in public infrastructure.
Construction has commenced on the new Hampton Inn hotel in this area. This significant private
development is expected to help generate demand for new or expanded uses in this corridor.
Staff has prepared an expansion of the City / University Urban Renewal Area to cover the Riverfront
crossing district. Council will be considering this amendment in the fall of 2012. Also expected is a new
form based zoning code that will help guide the desired mixed use development in the region.
Finally, City staff continues to work through development issues related to several large -scale
developments in the Riverfront Crossing district. Included in this mix is the County Justice Center,
University Voxman -Clapp project, Hieronymus Square property and Midwest One property. With these
projects in mind staff is evaluating various options for a sixth parking facility that will eventually be
needed in this general region of the community.
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Future Budget Considerations:
Staff is preparing a proposal for a facade and building improvement program. Such a program would aim
to enhance the appearance of the private building stock and also help property owners overcome
financial hurdles that are preventing a greater use of their buildings. In many cases these may be
compliance issues with existing codes, such as requirements for elevators, sprinkler systems or other
mechanical improvements. The proposal will be vetted with the ICDD and proposed to Council with the
FY 2013 -14 budget submission.
Staff will also be evaluating various public improvement projects for the Downtown and Riverfront
Crossings area. Specific public improvement projects will be included with the staffs budget submission
to Council.
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FY 2012 -13 City Council Strategic Plan
Priority: Neighborhood Stabilization
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Geoff Fruin, Assistant to the City Manager
Goal: The City aims to invest in and deliver core services to neighborhoods in a
manner that enhances overall stability and maintains the intended character
while facilitating new opportunities to improve the quality of life.
Action Plan:
The Council has indicated a strong desire to stabilize the neighborhoods surrounding the city core. An
effective stabilization strategy requires a review and analysis of the City's policies, programs,
communications and capital investment decisions that directly shape and influence a neighborhood's
character and livelihood. Such a strategy should recognize the importance of maintaining a
neighborhood's character while also creating an environment that facilitates complementary
development opportunities.
In the coming year staff will focus on the central planning district neighborhoods, however many aspects
of the neighborhood stabilization review will have implications throughout the community. In order to
achieve Council's goal, staff will be focusing on the elements illustrated by the following radial diagram
that influence strong neighborhoods:
Land Use
Regulations
Updated Public
Planning Infrastructure
Documents and Open Space
Neighborhood
Stabilization
Open
Stakeholder 1 T Private Building
Communication Stock
Nuisance
Mitigation
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Land Use Regulations
Land use policies directly influence the manner in which neighborhoods develop. Therefore it is
critical that staff analyze the policies and code provisions that govern land use in the
neighborhoods that Council seeks to stabilize. Throughout the year staff will be reviewing
various aspects of land use regulations, including but not limited to:
• Appropriate densities provided by zoning classifications
• Permitted uses within the zoning classifications
• Permitted number of unrelated habitants per unit
• Permitted number /mix of bedrooms per unit /structure
• Parking requirements
• Open space requirements
• Appropriateness of additional historic or conservation districts
• Potential density bonuses for desirable development characteristics and /or targeted
locations
• Land assembly and subdivision policies
• Demolition permit requirements
• Security plan requirements
Public Infrastructure and Open Space
Public infrastructure and open space plays a critical role in neighborhoods. Well maintained and
appropriately planned infrastructure and open space can directly influence a neighborhood's
character and can further attract private investment that sustains neighborhoods over the long-
term. Over the next year staff will be evaluating the adequacy of planned public investments in
the following areas:
• Street maintenance (including concrete and brick)
• Utilities
• Sidewalks
• Alleys
• Signage and pavement markings
• Traffic calming provisions
• Street trees and plantings
• Parkland amenities
• Recreational trails
Private Building Stock
Facilitating private investment in the existing building stock can reinvigorate neighborhoods
while reducing undesirable redevelopment pressures or the spread of blighted conditions. The
city has several programs that aim to encourage investment in the residential building stock of
neighborhoods. Those include:
• UniverCity
• General Rehabilitation Improvement Program (GRIP)
• Housing Authority down payment assistance program
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Staff will be evaluating the effectiveness of these programs, as well as their funding levels to
ensure they are having the intended impact in the core neighborhoods. In addition, staff will be
researching other programs that aim to accomplish increased investment in the private building
stock, including residential improvement districts and single - family infill programs.
Nuisance Mitigation
Stable neighborhoods benefit from actions that effectively reduce or eliminate habitual sources
of nuisances and quickly address incidents creating sporadic nuisances. Effective nuisance
mitigation strategies can improve the livability of neighborhoods and remove barriers to desired
private investment. In reviewing our nuisance mitigation strategy in the core neighborhoods
staff will consider the following:
• Policies or programs that reduce the number of non - conforming uses and rooming
houses
Amortization of non - conforming uses
Nuisance ordinances that can trigger the loss of non - conforming status
Creation of a City "non- conforming use buyout program' to strategically reduce
such uses in critical areas of neighborhoods
• Requirement that duplexes are 'leased as licensed'
• Evaluation of the effectiveness of the rental permit sanction provision of the code
• Review of Police Department policies on enforcement of disorderly house and other
criminal laws in neighborhoods
• Review of the existing trash, debris and litter ordinance
• Review trash receptacle standards (residential container storage and commercial
dumpsters)
• Active participation on the Partnership for Alcohol Safety (PAS) taskforce
• Exploration of further potential collaboration with the University of Iowa
Open Stakeholder Communication
Any effective neighborhood stabilization strategy must include open dialogue and exchanges of
ideas with stakeholder groups. Staff believes it will be essential to involve both neighborhood
representatives and members of the development community in future neighborhood
stabilization discussions. Additionally, it may be appropriate to conduct more comprehensive
stakeholder surveys.
Similarly, staff will be evaluating mechanisms that can more effectively solicit stakeholder
feedback on a continual basis. This includes evaluation of the optional "Good Neighbor Policy ",
as well enhanced electronic communication channels through website improvements and /or
smartphone applications.
Neighborhood schools also have a role in neighborhood stabilization efforts. Thus
communicating and actively working with the ICCSD will be an important part of the overall
stabilization strategy. Staff will be seeking to establish two -way communication mechanisms
with the ICCSD that promote increased coordination in school and neighborhood planning.
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Finally, the City needs to make sure that it reaches out to the University, which has a keen
interest in making sure that neighborhoods adequately support students, faculty and staff.
Strong neighborhoods and well - planned communities can be strong assets for the University
and support its efforts to recruit a high - quality student body and workforce to the area.
Updated Planning Documents
Ultimately, the success of neighborhoods also depends on well- conceived planning documents
that guide staff and elected officials in future decisions. To this end, staff has initiated processes
that will seek public input on the City's Comprehensive Plan. Furthermore, staff is reviewing
neighborhood scale plans in other communities that may be appropriate to initiate in select
Iowa City neighborhoods.
Progress to Date:
Land Use Regulations
In April and May of 2012, the City Council passed three significant zoning changes that aimed to more
effectively regulate multi - family developments particularly around the off - campus housing areas. Those
three ordinances included:
• Amending the definition of a household to include no more than three unrelated persons in all
zoning classifications
• Creating a graduated density formula for the development of one, two and three bedroom
apartments in select zoning classifications
• Increasing the parking requirement for three bedroom units in a newly defined University
Impact Area
These changes will have a profound impact on future development, most notably in those areas close to
downtown and the university campus where a diversity of housing stock is desired to achieve vibrant
neighborhoods.
Staff is currently finalizing a proposed ordinance that would allow for multi - family density bonuses or a
private dormitory concept in select areas of the community. These areas would be walkable to campus,
yet isolated from more traditional neighborhoods. It is staff's hope that these areas will relieve pressure
from the core neighborhoods and simultaneously provide a safer and more attractive living environment
for students. After internal reviews are complete, staff will seek input from the development community
before sending the ordinance through the Planning and Zoning Commission.
It is expected that Council will be presented with two additional historic district proposals in 2012 -13.
Those districts include properties along Melrose Avenue and Jefferson Street and are currently being
reviewed by the Historic Preservation Commission. At Council's request, staff has initiated a
comprehensive plan amendment for properties on North Governor Street. This comes after a
redevelopment proposal for that property was rejected after neighborhood concerns were raised.
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Upon finalizing the private dormitory ordinance, staff will focus on other potential land use regulations
including open space requirements, subdivision / assembly regulations and other potential changes that
will help stabilize neighborhoods.
Public Infrastructure and Open Space
Most of staffs efforts in this area will be focused in the development of the Capital Improvements
Program budget for FY 2014. When developing recommendations, staff will focus on capital
improvements that enhance and strengthen our neighborhoods. Examples of recently completed or
scheduled projects that accomplish this objective include:
• North Market Square Park rehabilitation
• Reno Street Park and Fairmeadows Park improvements
• Park View Terrace landscaping enhancements
• Miller- Orchard neighborhood sidewalk installation
• Court Street traffic calming
• Grant Wood Sycamore Greenway Trail public art project
• Dewey Street brick street replacement
The Council also approved the annual "PIN" grants, which provide funding to neighborhood associations
for various improvements and activities. Some of these grants went toward physical improvements
such as plantings (e.g. Brooklyn Park), while others were dedicated to neighborhood building activities.
The grants serve as an effective mechanism to communicate with neighbors and better understand their
perspectives. Staff will continue to work with these associations on efforts to strengthen their
neighborhoods.
Private Building Stock
The first phase of the UniverCity Program has completed renovations on twenty six homes using $1.25
million of State I -Jobs funding with twenty four homes sold to new owners as of September 2012. The
second phase of the program for FY 2012 -13 is ongoing with four homes purchased and $160,000 of City
funding for renovations committed. Work on two homes is underway with the remaining two beginning
early this fall. The program remains very popular with the neighborhoods and many of the new
homeowners in the program continue to invest in substantial improvements to their homes beyond
work completed by the City. Outside feedback from this program has been overwhelmingly positive,
with many neighbors crediting it with stabilizing their streets and spurring additional private investment.
Staff will explore funding sources that can accelerate this widely popular and successful program in the
years ahead. A proposal will be included in the FY 2013 -14 budget submission.
Staff also continues to implement its more traditional rehabilitation program, General Rehabilitation
Improvement Program (GRIP). In FY 2012 -13 the program rehabilitated 13 homes and has committed
funds for another 11 homes. The investment in these properties totals approximately $477,000. This
program invests in the private building stock and helps preserve structures for owner - occupied
habitants.
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As part of the Council approved annual CDBG Action Plan, staff created and implemented a new
Targeted Neighborhood Improvement Program in 2012 that provided a combination of low and no
interest loans and forgivable loans to homeowners to make exterior, emergency and comprehensive
repairs to their homes in targeted areas of Iowa City. These areas include the UniverCity program
boundaries, the Towncrest area, the Miller Orchard area, and the Grant Wood /Wetherby area. The
program is funded by CDBG and HOME funds allocated by the Housing and Community Development
Commission and approved by the City Council. 50% of each loan is forgiven if the home is maintained as
the owner's primary residence for five (CDBG) to 10 (HOME) years after the project is complete. The first
year program will assist 12 households with the $200,000 in funds allocated to this project. The program
has generated significant interest and all of the available funding was committed to projects in the first
seven days of its availability. Because of the high demand, there is a waiting list for the Targeted
Neighborhood Improvement Program, while some applicants were directed to other available housing
rehabilitation programs. Due to the success of this program, staff will look to offer it again in 2013.
Staff has conducted some preliminary research on single - family infill programs and residential
improvement districts. More research is needed on this subject before any recommendation can be
formulated.
Open Stakeholder Communication
Going forward, staff is making a concerted effort to engage a variety of stakeholders in these important
community discussions. In recent months staff has met with residents in the following neighborhoods:
• College Hill
• Northside
• Goosetown
• Glendale
• Miller- Orchard
• Parkview Terrace
As additional regulatory changes are considered staff will meet with neighbors and also engage the
development community. The City Manager intends to continue his Developer Roundtable meeting and
staff had a productive meeting with the Home Builders Association on recent zoning changes that
should serve as a foundation for discussions on future issues pertaining to development.
Staff has also engaged the ICCSD in discussions pertaining to their future plans for both new and existing
facilities in the district. We hope to establish and build an open dialogue that will allow for greater
collaboration in the months and years ahead. Similarly, staff has reached out to the University to involve
them in future development issues that impact housing and neighborhoods that serve their students,
faculty and staff. The City is partnering with the University of Iowa on an off - campus housing fair to take
place in January of 2013.
Research regarding how other communities handle 'good neighbor' meetings is ongoing. If any
examples warrant a change to existing code or policy, staff will present those to Council at a later date.
In the meantime, staff is working to promote the newly established social media sites as an enhanced
communication tool between the City and residents. The City is also in the process of launching a smart
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phone application that will allow residents to communicate neighborhood concerns directly with the
City.
Nuisance Mitigation
To date, staff has been reviewing the effectiveness of current nuisance mitigation policies and practices.
There has been a particular focus on the rental permit sanction provisions in the code. Staff has
compiled statistics on the number of properties that have been subject to some phase of this process for
each year the ordinance has been in effect (2003 to present). After undertaking this review and
discussing its effectiveness internally, staff proposed changes to the disorderly house provisions of the
code. These changes were adopted by Council and should help strengthen enforcement efforts and
minimize the number of recurring problems from the same property.
Staff is also increasing the use of a code provision that allows for annual property inspections (instead of
once every two years). The annual inspections can be triggered by nuisance and /or criminal complaints.
In cases where properties are generating violations, a more frequent inspection schedule can provide
incentive for property owners to take steps to limit nuisance violations.
Earlier this year, staff sent notice to owners of duplexes that those units must be leased to the public in
a manner consistent in which they are licensed by the City. Prior to this notice there were cases of entire
duplexes being leased to a single tenant or group of tenants. The clarification that staff made with these
property owners is that each unit in a duplex must be leased separately. Staff also updated the City's
rental disclosure form in an effort to provide more clear information on existing regulations. This form is
required to be completed for all rental permits.
The City has also taken steps to increase over - occupancy enforcement efforts. Staff is proactively
looking at rental advertisements and has also worked with University of Iowa officials to use their
student directory. By reviewing these sources staff can attempt to identify over - occupancy situations
before any nuisances are generated.
Staff has had conversations and conducted neighborhood driving evaluations with neighborhood groups
about their experiences and top nuisance concerns. Common themes in those discussions seem to be
recurring problems with non - conforming properties and aesthetic concerns with trash, debris and
storage of related receptacles. Staff is reviewing current policies in these areas and will consider
potential methods to alleviate these concerns. Staff is also in the process of shifting internal resources
to conduct more targeted trash and debris patrols. Such patrols will be targeted to areas where
complaints are most often received and will likely be conducted at times when the problems seem to
peak (e.g. following special events).
Through a partnership with the University of Iowa, residents now have access to a car - sharing program
in the community. The Zip -Car service is available to all residents. Over time it is expected that the
program will reduce the number of cars, particularly in core neighborhoods and dense multi - family
developments. The program will help to reduce traffic and parking congestion, which is often a source of
nuisance complaints in neighborhoods.
Finally, staff is investigating ways to enhance community reporting of non - emergent nuisance violations.
This includes the procurement of a mobile application that would allow people to submit complaints
with location and picture capabilities via their mobile device. This pilot project is expected to rollout in
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the fall of 2012. If successful the mobile application will be expanded to other areas of the City's
operations.
Updated Planning Documents
Staff launched the "Good Ideas' campaign and held several public forums to solicit input on the City's
Comprehensive Plan. Comments received electronically as well as in the public forums are helping to
shape an update to this important planning document. Staff anticipates that an updated comprehensive
plan will be available for public review and Council approval in the fall of 2012.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
subsequent reports or will be included in the FY 2013 -14 budget submittal to Council.
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FY 2012 -13 City Council Strategic Plan
Priority: A Strong and Sustainable Financial Foundation
Staff Contact: Kevin O'Malley, Finance Director
Goal: The City aims to create a strong and sustainable financial foundation that will
provide needed stability and flexibility while utilizing taxpayer dollars in the
most efficient and responsible manner.
Action Plan:
In order to achieve this Strategic Plan goal, the City is focusing in two primary areas. First, staff will be
recommending to Council several new financial policies and strategies that will provide a greater level of
financial stability. Secondly, staff will continue to enhance the level of financial analysis presented to the
public so that our elected officials will have a greater informational foundation on which to base future
decisions. This includes a continued emphasis to improve the Financial Plan document and ultimately
achieve the GFOA Distinguished Budget Presentation Award.
Staff has completed or is currently revising or creating the following financial policies:
• Economic Development Policies
• Purchasing Policies and Procedures
• Target Fund Balances
• Debt Service Coverage Levels
• General Fund Contingency Level
• Annual review of rates, user charges and fines
In addition to the above - mentioned specific policies, staff is carefully examining our operations and
noting examples of the City providing subsidized service beyond our borders. In reviewing these
situations, staff will develop plans to ensure that the City is being equitably reimbursed for such
services.
The revised purchasing manual was adopted by the Council in the spring of 2012. The remaining items
will be incorporated into the presentation of the proposed Fiscal Year 2013 -14 budget document.
Throughout the year staff will be working to improve the financial analysis presented to the Council and
general public. Furthermore, staff is continuing efforts to make the annual financial plan more readable
and user friendly. Among the top priorities in this area include:
• Refinement of individual department narratives, including performance and comparative
metrics
• Introduction of a financial trend analysis section
• Expanded detail of line -item expenditures in the budget document
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Through enhanced information, greater transparency and well rooted financial policies, the City can
create a strong and sustainable financial foundation that will provide needed stability and flexibility
while utilizing taxpayer dollars in the most efficient and responsible manner.
Progress to Date:
In 2011, the Council adopted economic development policies that aim to guide decisions on financial
support of private projects. These policies have been applied to numerous projects and appear to be
serving an effective purpose. The policies send a clear message to the private sector as to the type of
projects and level of support that the City is willing to consider. This helps frame discussions and focuses
the attention on projects that provide the desired outcomes for the community.
In April of 2012, the City Council adopted a new purchasing manual. This manual provided much needed
updates to all purchasing related policies. The new policies are intended to streamline the procurement
process while also ensuring that the most competitive pricing options are obtained. Additionally, the
manual created a local preference policy aimed at keeping more public dollars in the local economy.
Staff will closely monitor the effectiveness of the new policies and also solicit feedback from the local
business community. Any needed changes or adjustments will be brought back to Council for
consideration.
In May of 2012, Moody's conducted a review of the City as part of the bond rating process. The review
resulted in Moody's reaffirming the City's AAA bond rating for the recently issued general obligation
bonds. The excellent bond rating led the City to securing the lowest interest rates on bonds in recent
memory. Iowa City remains as one of four Iowa cities with that highest rating. Nationally, less than 200
cities currently have a AAA Moody's bond rating.
Also in May of 2012, the Council approved a shifting of personnel resources within the Finance
Department. That change resulted in the elimination of a three quarter time Purchasing Clerk position
and the addition of a second full -time Budget Analyst position. This change will help facilitate progress
toward the specific items in this strategic plan goal. Specifically, the second Budget Analyst position will
provide the ability to expand upon the Capital Improvement Plan reporting, budget narratives,
comparative analysis, financial trends and performance measures. These efforts will enhance the
effectiveness of the organization and also better inform the general public and elected officials about
the City's overall fiscal performance.
Staff has requested that the Government Financial Officers Associations (GFOA) provide feedback on the
City's recently adopted FY 2012 -13 budget. The comments received, as well as the initiatives already
underway in the Finance Department will help the City achieve the GFOA Distinguished Budget
Presentation Award in the future.
Staff continues to evaluate services that stretch beyond our borders. In these instances staff is reviewing
the level of subsidy and determining steps to ensure that in the future the City is equitably reimbursed
for such services. As an example the City recently negotiated the manner in which it is compensated for
animal shelter services. Going forward the City and the remaining partners in the facility will share
equitably in the capital and operating expenses associated with the operation.
Finally, the FY 2013 -14 budget process will include a more detailed review of user charges, fines and
fees. This analysis is to more clearly identify the level of property tax subsidy that goes into the various
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services that the City provides. While most recommendations for fee adjustments will come with the FY
2013 -14 budget proposal, the Council did concur with the Senior Center's recommendation on fee
increases at the Senior Center earlier in 2012.
Future Budget Considerations:
None at this time
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FY 2012 -13 City Council Strategic Plan
Priority: Coordinated Communication and Customer Service Orientation
Staff Contact: Geoff Fruin, Assistant to the City Manager
Goal: The City strives to be a high- functioning, customer service orientated
organization that actively supports and engages stakeholders through clear,
open and innovative communication methods.
Action Plan:
The City Manager's Office is conducting a comprehensive organizational assessment focusing on
communication strategies and the organizational customer service culture. The assessment is targeting
the following issue areas:
1. Communications
a. Internal
i. Review of interdepartmental communication methods
ii. Identification of barriers to effective internal communication (e.g. technology)
b. External
i. Assessment of clarity in City communication to various audiences
ii. Review of effectiveness of current communication methods (e.g. website,
advertisements, direct mail, etc.)
iii. Identification of emerging communication methods and barriers to effective
usage
iv. Initiate a website redesign process
v. Consider any needed changes to the branding of the City and /or activities,
amenities or services (e.g. use of logos)
2. Customer Service Orientation
a. Transactional Processes
i. identification of transaction - orientated public services
ii. Assessment of process efficiency, accessibility, and convenience
iii. Barriers to efficiency (technology, information sharing, training, policies, etc.)
b. Organizational Culture
i. Assessment of policies and programs aimed to recognize and encourage
outstanding customer service
ii. Identification of mechanisms to facilitate and encourage ideas for customer
service enhancement
iii. Opportunities for skill enhancements, cross - training and promotion of increased
awareness pertaining to other city services or programs
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It is anticipated that the assessment will conclude with the development of an organizational
communication and customer service plan. That plan is expected to be ready for presentation to Council
in the late fall or winter of 2012 -13.
Progress to Date:
In April of 2012, the City Council approved a staff reorganization that will serve as the foundation for a
more centralized and strategic approach to organizational communication. That reorganization, which
became effective on July I ", eliminated the Document Services division of the Finance Department and
moved two employees of that division into the City Manager's office. These two employees were joined
by the City's Web Developer to form a central communication team. With guidance from the City
Manager, the communication team is working with departments to develop well- coordinated public
messaging.
The new communication team has also assumed oversight of the front desk responsibilities at City Hall
during regular business hours. Two part -time employees currently split desk coverage and offer front
line customer service assistance to visitors and those contacting City Hall via phone or email. Staff is also
preparing plans for the budgeted remodel of the front lobby area. The redesign aims to create a more
welcoming environment for both City Hall and the Police Department. After plans are prepared they will
be reviewed with Council and then bid out for completion with work to be completed in 2013.
The City staff is working to identify opportunities to enhance customer service throughout the
organization. On a broad level, training opportunities in the areas of communication and customer
service have been provided to staff members. Similarly, the Personnel Division has retooled the new
hire orientation process to include a segment on customer service for City employees. Several specific
items or work flow processes have been or are currently being changed to better meet the needs of our
citizens. Some examples include:
• The Iowa City Public Library has launched new phone system and is pursuing several operational
and physical design changes that are intended to enhance accessibility and customer service.
The changes to the lobby of the library, including a reconfigured Help Desk, will be completed in
2012. Cross - training of staff and other service initiatives associated with these changes are
ongoing.
• The Transportation Department worked with the Finance staff at City Hall to enable customer
applications for elderly and disabled bus passes at City Hall. Previously, such applications were
only available in the Tower Place parking office. Instead of sending inquiring citizens from City
Hall to that separate facility, the City's Finance staff can now process such applications.
• The HIS department added a second computer terminal near their front counter to assist with
businesses or citizens wanting aerial images of their property. The department has seen such
requests increase steadily and can now meet the requests in a more timely manner.
• HIS and Engineering staff are currently working to streamline the excavation in public right of
way permit process. The current process requires a contractor to obtain approvals and submit
payment to both departments separately. After the changes are made there will be a single
point of contact for approvals and payment.
• The City is preparing to implement an electronic plan submission solution. This effort aims to
streamline the plan submission and review process. Instead of receiving and routing multiple
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paper files and then collecting and disseminating comments from various departments, this
electronic submission will share plans instantly and collect comments in a centralized portal for
all parties to review. This project will require significant coordination with the private sector, as
well as internally between departments. The City aims to launch this effort in early 2013.
In the summer of 2012 the City launched a redesigned homepage and introduced a City Facebook and
Twitter page. These communication improvements have allowed the City to reach broader audiences
and better promote activities, community news and service information. The improved website not only
markets the City better through improved imagery, but it also makes customer service a priority through
easy to find information and prominent communication portals with City staff. Plans for continued
improvements include greater use of videos and a complete redesign of the current website.
A significant barrier to improved internal work flows and communications lies in the City's decentralized
and dated computer platform. Several years ago the City attempted to rectify this situation; however,
the software vendor failed to perform under the terms of the agreement. The City Council recently
approved a contract with Tyler Technologies for a new software package that will allow for a more
centralized approach with information sharing advantages. Such a system will also facilitate the
automating of several processes within the organization, and would result in easier access to
information and ultimately better informed decision - making. Implementation of the software will
commence in October and is anticipated to finish in 2014.
Future Budget Considerations:
None at this time
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FY 2012 -13 City Council Strategic Plan
Priority: Organizational Effectiveness
Staff Contact: Tom Markus, City Manager
Goal: The City shall proactively look toward the future to ensure that services are
continually able to be delivered at high levels and that relationships with
external stakeholders are strong and productive.
Action Plan:
The City Manager's office is focusing on two key areas in order to meet City Council expectations. First,
staff is conducting a succession plan for the organization. This effort is being jointly led by staff from the
City Manager's Office and the Personnel Division. The succession plan process includes analyzing the
staffing of each department and identifying management and highly skilled positions that are likely to
experience turnover during the next five years. Additionally, the plan will identify key challenges and /or
opportunities presented by the anticipated staff turnover. Such examples may include the loss of highly
technical or specialized skills, and general institutional knowledge. The plan will identify strategies to
better prepare the organization for the anticipated turnover in key positions.
Secondly, the City Manager is actively working to build relationships and establish more effective lines of
communication with our Federal and State elected representatives. As Federal and State lawmakers
consider legislation and appropriations that impacts our community, it is increasingly important that
Iowa City has a strong voice in Des Moines and Washington D.C. With a focus on the City's adopted
Legislative Priorities, the City Manager is working with our elected officials, lobbyist and membership
organizations to make certain that the City's perspective is fully understood and considered at all levels
of government. Similarly, the City is continually identifying key projects that may align with Federal
and /or State initiatives. This will allow the City to more proactively leverage local funds and progress
with flood mitigation, economic, public safety and other key local projects.
Progress to Date:
Succession Plan
Staff has completed phase one of the organizational succession plan effort. This phase included a high -
level demographic analysis of the organization, as well as an internal analysis of management positions
with a focus on those that have a high probability of turnover due to retirement or other known
circumstances in the next five years. This analysis highlighted the need for further succession planning,
as it revealed a significant number of people holding management level positions that are currently or
will soon become eligible for retirement.
Staff is currently working on phase two of the succession plan effort. Phase two focuses on the following
efforts:
• Identifying strategies that will help transfer institutional knowledge and expertise in the areas of
the organization where management level position turnover is anticipated
321 Page
• Evaluating current service delivery strategies and identifying opportunities to achieve greater
efficiencies and value through restructuring when management level position become vacant
• Identifying skill sets and employee values that will be sought for future management level
positions
• Developing opportunities to promote such values and skill sets among current and future
employees through targeted training and performance assessments / professional development
tools
Staff anticipates that the phase two succession planning analysis will produce actions that have
applicability across the entire organization. Additionally, there will likely be more detailed actions that
focus on a few specific areas of the organization, which are expected to experience the greatest amount
of management turnover in the next five years. The largest area of focus will be on the Public Works
department.
The City's management staff conducted a succession planning retreat in September of 2012. The
purpose of this day -long effort was to assess the employment culture and begin to create a framework
that will develop existing and guide the recruitment of new employees in order to meet the identified
needs and stated values of the organization.
Partnership with State and Federal Officials
The City Council adopted its annual legislative priorities in January of 2012 and has authorized the hiring
of the Davis Brown Law Firm for lobbying services at the State level. Staff is actively working with Davis
Brown, the Metro Coalition and the Iowa League of Cities to ensure that the City's position is being
presented effectively. Communication with our lobbyist occurs on a weekly basis during the active
legislative session. Communication with our partners in the Metro Coalition occurs every other week,
with more frequent contact as needed.
Staff continues to seek State and Federal funding opportunities for local projects. Below is a listing of
state and federal grants secured since the adoption of the strategic plan:
• The City applied for and was awarded $1.7 million in additional CDBG home buyout funds for
the Park View Terrace neighborhood. These funds represent the last of the approximately $27
million in state and federal funds that were secured to buyout 93 homes in this area of the
community.
• The Iowa Economic Development Authority announced a fourth round of funding for the Single
Family New Construction (SFNC) Program, thus extending this program into 2012 -13. Iowa City is
eligible to receive $1,390,227, which will allow for approximately 32 new homes for this
program aimed at rebuilding the housing stock after the 2008 flood. After this latest round of
funding is spent, Iowa City will have assisted with approximately 141 new housing units since
the 2008 flood. The taxable value created from this program will exceed that lost as a result of
the flood buyout programs.
• Iowa City was awarded a 6% increase, or $639,218, in federal Community Development Block
Grant (CDBG) funding for the 2012 -13 fiscal year. The increase is especially positive news, given
that most other communities across the country received a 10% or larger reduction in funding.
331 Page
The long -term CDBG funding trend is still negative as the current allocation is approximately
33% below that of ten years ago.
• Iowa City's allocation for the federal HOME program, which focuses on affordable housing, was
reduced to $381,851, representing a 36% reduction from last year. This cut is consistent with
cuts from other cities across the country. In the last ten years the City's annual HOME funding
has been reduced by 47 %.
• The Iowa City Police Department collaborated with the Johnson County Sheriff's Office and
received a $32,164 U.S. Department of Justice grant. This grant will help offset costs to training
police staff at the Cedar Rapids shooting range. The partnership with Cedar Rapids will eliminate
the need for a City -owned shooting range and will help build a stronger relationship with the
Cedar Rapids Police Department and other local law enforcement agencies that will utilize the
range.
• The Iowa City Police Department also received a U.S. Department of Justice grant in the amount
of $250,000 to offset the costs of hiring two new officers. This highly competitive grant program
will enable the City to expand its police officer to help meet the demands of a growing
community. At the same time the grant will help focus police resources on specific priorities
that are articulated in the strategic plan.
• The Iowa City Municipal Airport received three grants in 2012. Senator Harkin recently
announced that the Federal Aviation Administration (FAA) awarded the airport $2.3 million for
the construction of a new taxiway. The City also received a $90,525 from the State of Iowa for
the same project. Thirdly, the State of Iowa also granted the airport $75,000 for the
rehabilitation of the roof on the terminal building.
• The U.S. Environmental Protection Agency continued its support of the Riverfront Crossings
effort with a $60,000 planning grant for the redesign of the Burlington Street Damn. This
project, which includes the University as Iowa as a partner, will make the damn safer while
creating potential recreational benefits for the community.
• The U.S. Department of Housing and Urban Development (HUD) awarded the City $121,721 for
the Family Self- Sufficiency (FSS) program. The FSS program promotes self- sufficiency and asset
development by providing supportive services to participants to increase their employability, to
increase the number of employed participants, and to encourage increased savings through an
escrow savings program.
In addition to seeking out funding for community projects, staff has actively been communicating our
position on statewide legislative proposals impacting cities. While most communication is channeled
through our lobbyists, staff also corresponds directly with our legislators and travels to Des Moines,
when deemed appropriate. Examples of such proposals include:
• Commercial Property Tax Reform - Both the House and Senate had advanced discussions and
debates on commercial property tax reform, including reclassifying apartments as residential
uses. However, no agreement was reached and thus the property tax structure remains status
quo. It is expected that this discussion will pick back up in 2013.
341 Page
• Municipal Use of Red Light Cameras — The City communicated its position to continue to allow
municipal governments the right to decide if such technologies were appropriate for use within
their jurisdictions. A ban of such technologies was introduced but did not succeed through both
chambers.
• Preemption of Occupancy Regulations — A legislative proposal surfaced that would have
restricted a city's right to regulate occupancy of residential structures based upon the number
of unrelated persons. Iowa City is one of many cities throughout the country that uses such
regulations to ensure safe living conditions and mitigate neighborhood nuisances. The proposal
to preempt a city's ability to regulate on this basis did not succeed.
• Low -Head Dam Program Funding — Iowa City advocated for the State to restore the low head
dam program, which had not received funding in the past year. This state program helps
communities ensure that damns are safe and also can allow for greater recreational uses on
rivers. Iowa City is looking at needed changes to the Burlington Street damn and this program
may provide financial assistance to carry that effort forward. The approved state budget
restored a million dollars of funding for this project.
• Road Use Tax — This revenue source has not kept up with increasing maintenance needs of our
transportation infrastructure. As a result, more work is being deferred or completed with other
revenue sources (e.g. general obligation bonds). While there was some discussion on an
increase in the road use tax, no proposals materialized in the 2012 session.
• Tax Increment Financing — There was significant statewide attention on Tax Increment Financing
(TIF) this session. Iowa City worked with the Metro Coalition to advocate for changes that would
make the process more transparent, provide for a better data collection mechanism and
strengthen the antipiracy regulations that govern the economic development tool. Cities will
now be required to submit annual TIF reports to the State, which will be collected in a
searchable database. Individual TIF projects now require a public hearing, which will invite more
opportunity for community discussion and input from other taxing jurisdictions. Finally,
municipalities can no longer incent the relocation of business from other Iowa jurisdictions
unless there is a written agreement between the communities or there is a public finding that
without such incentive there will be a statewide loss of employment or wage earnings.
• 411 Pension System - No structural changes to this public safety pension system were seriously
considered. There was an effort to restore State funding to help offset rapidly escalating costs
for cities, however no such funding was secured.
• Passenger Rail Funding — No action was taken in the spring session as the legislature is awaiting
the completion of an IaDOT study on the proposed service from Chicago to Omaha. In May, the
IaDOT announced the preferred route, which runs through Iowa City. Further study is being
conducted on the preferred route and the final report is expected in late 2012 or early 2013.
Staff has attended several IaDOT passenger rail advisory committee meetings in Des Moines this
spring. These meetings help ensure that everyone is updated on the project timeline. The
meetings have also connected staff with other project advocates across the state. Staff is
currently working with those partners to develop an advocacy strategy. In the past few months,
staff made presentations on this project to the IaDOT passenger rail advisory committee, the
351 Page
Iowa Passenger Rail Association and local service groups. In conjunction with the Greater Des
Moines Partnership and the Iowa City Area Chamber of Commerce, the City sponsored an
educational event in May featuring nationally known transit advocate John Robert Smith, CEO of
Reconnecting America.
Staff attended a number of legislative advocacy events in Des Moines this year. Examples of such events
included those hosted by the Iowa City Area Chamber of Commerce, Iowa League of Cities and various
professional associations that involve management level staff. The City also actively participated in the
Chamber of Commerce's annual Washington D.C. legislative trip this past spring.
In the coming year, staff will be evaluating the effectiveness of both our state and federal lobbying
efforts. Any recommendations that stem from this evaluation will be forwarded to Council at a later
date and will also be included in subsequent status reports.
Future Budget Considerations:
None at this time
361 Page
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City of Iowa City
Strategic Planning /Goal Setting
Summary Report —
Department /Division Directors Input
October 19, 2011
]my 10
Facilitated by:
Jeff Schott
Institute of Public Affairs
University of Iowa
CITY OF IOWA CITY
STRATEGIC PLANNING /GOAL SETTING
SUMMARY REPORT -
DEPARTMENT /DIVISION DIRECTORS INPUT
OCTOBER 19, 2011
Introduction
The City of Iowa City requested the Institute of Public Affairs (IPA) to assist the city with
strategic planning /goal setting. The first step in this process was to solicit input and comments
from line staff representatives who volunteered to participate in this activity. These sessions
were held September 13 and 14, 2011. A summary report of these sessions had been forwarded
to department/division directors and will be provided to the City Council.
The next step in the process is to solicit input and comments from department /division directors.
IPA prepared questionnaires for the participants to identify key issues and potential initiatives to
be reviewed and discussed with the participants. IPA tabulated and organized the responses from
these questionnaires. The responses from the questionnaires were then reviewed and discussed
with the participants on October 19, 2011. The participants were advised that their comments
would then be forwarded to the City Council for their consideration as part of the strategic
planning process.
The following individuals participated in the department/division director session on October 19:
Planning and Community Development Director Jeff Davidson, Airport Operations Specialist
Michael Tharp, City Clerk Marian K. Carr, Public Works Director Rick Fosse, Parks and
Recreation Director Mike Moran, Library Director Susan Craig, Assistant City Manager Dale
Helling, Administrative Assistant to the City Manager Adam Bentley, City Attorney Eleanor
Dilkes, Police Chief Sam Hargadine, Fire Chief Andy Rocca, Transportation Services Director
Chris O'Brien, Senior Center Coordinator Linda Kopping, Finance Director Kevin O'Malley,
Personnel Administrator Karen Jennings, Housing and Inspection Services Director Doug
Boothroy, and City Manager Tom Markus.
Issues, Concerns, Trends, and Opportunities
The participants identified the following issues, concerns, trends, and opportunities that they
considered would affect future city services, policies, finances or operations.
Budget /Finance
• Heavy reliance on property taxes and potential of significant revenue loss from
property tax rollback
• Budget constraints, esp. related to loss of revenue from "co-op" decision - impacts
on funding of existing services
• Constricting budgets due to fewer revenue opportunities and financial constraints at
state and federal level
• Tax base increasing but at lower rate than in previous years; rate of increase is not
matching the increasing cost of operations
o Limited future income streams translate into limited growth patterns
• Funding - need to be diversified and continue to grow to keep up funding needed to
maintain good city services
• Should be making plans now for renewing Local Option Sales Tax (LOST) when it
expires and investing money in quality city services and infrastructure
• Need to assure fiscal responsibility; use service levels /performance- outcome
measurement to promote fiscal responsibility
• Evaluate the financial consequences of city projects, activities, operations under
consideration
• Need to evaluate city services and funding levels in light of state, federal and other
local government budget; hold other jurisdictions accountable for the impact of
their funding cuts
• Need to look at ways to improve organizational effectiveness and efficiency
• As dept. budgets get tighter, a "not my dept' mentality could prevail. We are a City,
not individual depts.
• Continued strain on existing resources as state and federal budget issues trickle
down to local levels - e.g., mental health system, highway funds, state
commercial /industrial property tax rollback push
• Need to stick with adopted budget and goals described therein and not get
sidetracked during the year
• What is our risk tolerance level as a city with respect to budget /finance?
• Need to review services and fee schedules with respect to actual costs; what should
property taxes pay for versus what should fees pay for?
• City tax and fee rates compared to neighboring communities
• Unfunded mandates
• Impacts of increasing employee wages, health care, pension /IPERS and related costs
while revenues have plateaued or decreased
• Concern that less essential services will experience changes that ultimately will
diminish quality of services offered; do not stop investment in creative economy
types as budget gets tighter - increase resources in that area and make them
work for us (arts and cultural offerings)
Demographics
• Significant demographic changes are occurring in our community - diversity,
age, etc. - impact how city services, programs, activities are provided
• Need to consider demographic changes when planning how future city services
will be provided.
• Increasing number of elderly in the community who will possibly rely on social
services and other city programs
Economic Development
Need to attract businesses, industries and good - paying jobs to Iowa City
Need an economic development strategic plan
• Need to better define economic development roles, responsibilities,
strategies for Iowa City
• Need to have a clearly defined vision
• Relationship with ICAD should be evaluated
• Remain focused on retaining existing business and industry
• How to do better job of capitalizing on I -80 and Hwy 218; U of I
• Need to understand global marketplace and where we fit in
Iowa City and its neighbors have different philosophies on TIF and other related
assistance packages; could be disincentive to develop in IC; uneven playing field
in terms of competing for development opportunities with competing
communities
• Need to improve relationships with associations - DTA, SOTA, etc.
Community Development
• What is vision for commercial areas outside the downtown? Have we done a
good job of visioning for Towncrest - extend this to other commercial areas?
• Need to streamline the development approval process - may require zoning
changes
• Given size of major dept stores, where would they locate in IC?
• Need to identify retail /commercial needs /gaps
El
Downtown
• Downtown area is intimidating for many people at certain times and limits
pedestrian traffic volumes in the area
• Need more diversified /balanced retail downtown
• Perception of lack of activities for non - student population in downtown
• Need to strengthen public /private effort to preserve and revitalize downtown.
• Reliance always rested on the City
• Adoption of SSMID ordinance should provide opportunity for City to redefine
its role as partner with private interests
• Do downtown rents encourage diversity in businesses?
• Establish plan for downtown - who is doing what, responsibility and overall
management
• Need more activities that keep people coming to downtown
Housing
Inadequate supply of affordable housing; need for workforce housing
Need a regional approach to the affordable housing issue
University
• The University of Iowa is a tremendous economic asset and offers myriad
opportunities for the community
• The relationship between the City and the University has significantly improved
and needs to continue to be mutually beneficial
• U of I taking more and more space downtown -how do we capitalize on this
trend?
• Restriction of taxable properties due to U of I increasing its presence in
downtown
Inter - governmental Relations
• Need to maintain and enhance intergovernmental relationships - Coralville,
North Liberty, ICCSD, County
• Providing services to other communities at expense of IC taxpayers - is the city
receiving fair compensation?
• Need to explore regionalization of selected government services
• Goals, responsibilities and costs should be shared regionally - with other cities,
county, and University
Infrastructure/CIP
The current priority on flood recovery projects subordinates other maintenance
and growth capital projects
City has an effective process in place for prioritizing and programming capital
projects
Public Safety
• Evaluate the role of the Fire Department with respect to Emergency Medical
Services (EMS) and transport (ambulance)
• Continue transition into new dispatch center - effect on operations
• Implementation of new Police Records Management System
• Increased usage of police substation and how to staff
• Funding replacement of Crown Vic squad cars and replacement of specialized
equipment needed to outfit the new cars
• Need for Police Department access to nearby approved firearms range
• Maintaining a community policing presence with limited staff and increased
demands
• Monitoring new red light camera system if approved
• Continue to focus on gangs and drug dealers to limit their effect on the
community
• Securing funding to replace K9
• Need for secure parking for emergency vehicles
Rail
• Continue advocacy to secure passenger rail service to Chicago
• Lack of state support for passenger rail service
Public Works
• Need to broaden availability of recycling
Cultural, Social and Recreational Services
• Need a policy relating to use of flood recovery /buyout properties acquired by the
city; maintenance of these properties impacts utilizes resources (personnel and
funding)
Airport
• Need to continue to evaluate the role, location, and impact of the Airport
Facilities
• Comprehensive space needs study is underway; when completed, there will be a
need to prioritize projects and develop funding plans
• Disposition of city properties
• Need improved /additional city facilities on west side of town - there is no rec or
library facility; just some basic parks and the landfill
Human Resources
• Several Dept. Directors approaching retirement age - succession plan in place?
• Reducing staff size through attrition does not address where cuts should actually
occur
Technoloev
• Antiquated software applications needs to be replaced
• City web presence needs to be enhanced
• City needs to expand use of social media as a communications tool
• Need to use technology to enhance city services and effectiveness
Governance /Organizational
• Current lack of clear priorities for sustainable services the city provides; Lack of
true direction for city as a whole - too many individual directions
• Lack of strategic plan;
• Lack of true direction for city as a whole - too many individual directions
• Need for process improvement and organizational effectiveness; streamline
internal processes to maximize efficiency
• Emphasize a culture of customer service, customer orientation
• Organizations continually turning to City to solve all issues
• Evaluate alternative methods for providing selected City services
• Consider enforcement issues before an ordinance is adopted
• Encouraging culture not afraid to try new things
Communication /Image /Perception
• Perception /reality of how "business friendly" City is
• Need to improve marketing /public relations and general communications
• Opportunity to promote City as one that supports healthy lifestyles throughout
lifespan - rec dept and senior center, trails, bike friendly, etc.
Prioritization of Issue Areas
Each participant was requested to select what he or she considered the six most important issue
areas on which the City Council should focus in the next two — four years. The following is the
tabulation of that voting (parentheses refer to the number of votes received — a total of 17
persons participated):
Top Priorities
Communications /Image /Perception (15)
Budget/Finance (14)
Economic Development (14)*
Intergovernmental Relations (11)
Technology (10)
Downtown (8)
Others
Community Development (5)*
Governance /Organizational (5)
Facilities (4)
University (4)
Public Safety (3)
Cultural, Social and Recreational Services (3)
Public Works (2)
Rail (1)
Infrastructure /CIP (1)
Housing (1)
Demographics (1)
Human Resources (0)
Airport (0)
Transit (0)
*Subsequent to the vote, the group decided to combine the "Economic Development' issue area
with "Community Development' issue area.
On -Going Commitments
The participants identified the following significant programs and projects which are currently
underway or are otherwise committed to or obligated by the City Council:
• Space needs study
• Flood recovery and mitigation:
• Buy -out program
• 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
• 1st Avenue railroad grade separation
• Dubuque St pedestrian bridge
• Terry Trueblood Recreation Area
• Highway 1 trail
• Court St trail — Phase 3
• Riverfront Crossing Redevelopment Project
o Multi -use parking
• Towncrest Redevelopment Project
• Downtown retail market analysis
• 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 maybe closely
tied to
o Maintain strong presence in Metro Coalition
Significant New Initiatives, Programs, Protects or Policies
The participants were requested to identify potential significant new initiatives, programs,
projects, or policies for City Council consideration for the upcoming two - four year period. The
following items were suggested:
Budget /Finance
• Establish financial sustainability metrics for the various city funds
• Conduct analysis of city fee policies and schedules
• Consider sponsorship and naming policies as alternative revenue sources
Economic and Community Development
• Produce an economic development strategic plan to include:
• Clarify vision and strategy for implementation
• Commercial (existing /additional) areas outside downtown - what is the
vision /strategy?
• Aggressive recruiting of businesses to the community
• Continue to work with existing businesses for retention /expansion /relocation
within Iowa City
• More hotels, near downtown but outlying as well
• Work with local organizations to help get new businesses
• Establish economic development policies and forms to review prospective
businesses and to assist in determining appropriate levels of incentives
• Continue to fund initiatives and provide appropriate staff resources - Towncrest,
Riverfront Crossings, downtown, industrial park, Moss Green
• Develop plan for redevelopment of transit facility corner to higher /better use that it
• Develop plan for Gilbert /College northeast corner
Downtown
• Conduct a tenant mix analysis for downtown and then develop a plan to diversify
the downtown retail mix
Housing
• Develop program to provide more non - student housing in the downtown area
• Continue funding of UniverCity program
Inter - governmental Relations
• Work with legislature regarding TIF statute
• Develop initiative for working with neighboring communities and
intergovernmental agencies on services that can be provided jointly
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Public Safety
• Evaluate feasibility of Fire Department -based EMS /transport
Public Works
• Expand recycling program
Cultural. Social and Recreational Services
• Expand Farmers Market to resemble markets in cities such as Des Moines
• Hold off developing new public parkland until financial situation is more stable
• Promote health and wellness program (Blue Zone)
• Loosen rules on alcohol use in city buildings - especially park facilities
• Allow alcohol to be served at fundraising events sponsored by the Library, Rec
Dept., Senior Center, their Boards and Commissions and their Friends groups
• Individuals renting larger rooms for personal events
• Build on library outreach efforts that are planned at Pepperwood Police substation
o Access to computer /intranet is an essential basic service many people do not
have
Facilities
• Provide improved /additional city facilities on west side of town - there is no rec or
library facility
Technoloev
• Software application upgrades
• Citywide GIS
Governance /Organizational
• Establish a customer- service- oriented environment as a top organizational goal
• Operate departments on approved performance based measures, consistent with
Strategic Plan
• Investigate programs for process improvement and enhance organizational
effectiveness
• Analysis of ability to provide additional enforcement /maintenance should be done
prior to passage of new ordinance /resolution
• Invite members of city boards and commissions to an annual meeting of the City
Council to discuss council's goals and priorities and to recognize contributions of
board and commission members
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Communication /Image /Perception
• Employ a public information specialist to develop and implement a program to
improve the image and perception of Iowa City, market city services, and enhance
communications with the public
• Develop and implement branding strategy
o One logo -one direction, one vision, everyone on same page
• Increase community outreach to educate and gather feedback; multiyear initiative
to modify stereotypes and encouraging more positive and realistic views of all
community members
• Address perception that city is not business - friendly:
o Disseminate information, especially in cases where the perception is
inaccurate
o Change our behavior in cases where perception may have some validity
Organizational Effectiveness
Participants were requested to identify items that City Council 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. These responses were then categorized based
on whether they could be addressed at the council or administrative level.
Council Level
• Council commitment to goals and priorities of the Strategic Plan
• Regular evaluation and review of City's stated goals and objectives with
modifications based on changing circumstances and community dynamics
• Link budget to City Council and community goals
• Invest in and utilize technology to streamline processes and provide alternatives for
customers
• Limit consideration of matters involving expenditures outside the context of the
budget
• Think globally together with the University
• Recognize there is some cost to new legislation
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Administrative Level
(* signifies further discussions to be held at the administrative level)
• Effective use of performance measures addressing both individual and
dept /division objectives and performance
• Continue policy of joint and /or cooperative arrangements between City and
University should be regularly addressed in meetings and communications among
City, University administrators and planning staff
• Use staff meeting time to discuss not only agenda items but highlight what is going
on in each department. May help build team environment.
• Develop a succession plan for all departments
• Examine service delivery models to make sure they are efficient
• Instill customer service, strategic thinking, and LEAN processing /Process Mapping
throughout the organization.*
• Build a budget process that stresses performance consistent with Strategic Plan
• Prioritize City's goals and objectives
• Feedback on whether goals and objectives are being met
• Continue to perform metrics to enhance understanding of level /quality of services
provided
• Conduct training on City policies and procedures*
• Establish a service quality team to focus attention on service issues, make
recommendations to City Manager on how to implement new programs and /or
strategies that emphasize service and carry new programs to people in the
organization. *
• Include customer service as part of overall evaluation of city services and programs.
• Communicate objectives /goals of Strategic Plan to all employees
• Offer Lunch and Learns for staff to become familiar with broad city initiatives and
goals as well as activities of specific depts.*
• Use City logo for all depts and divisions.
• Encourage opportunities for supervisors and managers to improve skills through
networking, discussion groups, mentoring and training
• Clearly identify role and intended purpose of staff committees, e.g., ITAC, ERP, Social
Media Policy committees. Where are lines of responsibility, authority, etc.?
• Management team at top of city organization needs to be able to draw upon
resources of the city to manage services. Less compartmentalization and more
horizontality
Jeff Schott
Institute of Public Affairs
University of Iowa
October 20, 2011
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