HomeMy WebLinkAbout2013-11-25 CorrespondenceCity of Iowa City, Iowa
Strategic Planning Report
November 25, 2013
Mayor:
Matt Hayek
City Council:
Susan Mims
Terry Dickens
Jim Throgmorton
Rick Dobyns
Michelle Payne
Kingsley Botchway II (in- coming)
City Staff
City Manager Tom Markus
Assistant to the City Manager Geoff Fruin
City Clerk Marian Karr
City Attorney Eleanor Dilkes
Administrative Analyst Simon Andrew
filtir
Facilitated by:
Jeff Schott
Institute of Public Affairs
University of Iowa
CITY OF IOWA CITY, IOWA
STRATEGIC PLANNING REPORT
2013
TABLE OF CONTENTS
Introduction..................................................... ............................... Page 3
Strategic Planning Setting Work Session ........... ............................... Page 3
Major City Accomplishments ............................. ............................... Page 4
Issues, Concerns, Trends, and Opportunities ........... ............................... Page 9
2014 -15 Strategic Planning Council Priorities ......... ............................... Page 13
FinalComments ................................................................. ............................... Page 14
N
CITY OF IOWA CITY, IOWA
STRATEGIC PLANNING REPORT
2013
Introduction
The City of Iowa City requested the Institute of Public Affairs (IPA) to assist the city
with goal setting. IPA agreed to organize and facilitate a process that involved the
following steps:
1. Prepare and tabulate the results of a pre- session questionnaire completed by
department directors and City Councilmembers to identify recent major city
accomplishments, issues /trends /concerns, and potential new
initiatives /programs /policies
2. Conduct a preliminary planning session with department/division directors
3. Conduct strategic planning session with the elected officials
4. Preparation of this final report
The information contained in this report is not intended to serve as an exhaustive
accounting of all city activities or future plans. Rather, it is a general guide that will lead
to the adoption of a formal strategic plan that will guide the City Council and staff in
2014 and 2015.
Strategic Planning Work Session
City Council Members and the Mayor held a strategic planning work session conducted
by the IPA on November 25, 2013. In attendance and participating at this meeting were
Mayor Matt Hayek, City Council Members Susan Mims, Terry Dickens, Jim
Throgmorton, Rick Dobyns, Michelle Payne, and Kingsley Botchway II (in-
coming).Also in attendance and participating in this session were City Manager Tom
Markus, City Clerk Marian Karr, City Attorney Eleanor Dilkes, Assistant to the City
Manager Geoff Fruin and Administrative Analyst Simon Andrew.
A preliminary planning session was held with department/division directors on
November 6, 2013, for the purpose of providing staff input into the strategic planning
process. In attendance and participating in this session were Finance Director Dennis
Bockenstedt, Assistant City Attorney Sue Dulek, Transportation Services Director Chris
O'Brien, Planning /Community Development Director Jeff Davidson, Parks/Recreation
Director Mike Moran, Library Director Susan Craig, Senior Center Director Linda
Kopping, Police Chief Sam Hargadine, Human Rights Director Stephanie Bowers, Fire
Chief John Grier, Housing and Inspection Services Director Doug Boothroy, Public
Works Director Rick Fosse, City Clerk Marian Karr, Airport Operations Specialist
Michael Tharp, Assistant to the City Manager Geoff Fruin, and City Manager Tom
Markus.
R]
2014 -15 Strategic Planning Council Priorities
After review and discussion, the City Council identified the following as their
strategic planning focus for 2014 -15:
Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to:
• Healthy Neighborhoods
• A Strong Urban Core
• Strategic Economic Development Activities
• A Solid Financial Foundation
• Enhanced Communication and Marketing
It should be noted, that the City Council has placed an emphasis on making Iowa City
more inclusive and sustainable. These two goals are intended to filter through all of
the City's activities and thus were not listed as a single isolated priority in the
strategic plan. They are rather guiding principles that should be considered when
working within each of the stated priorities.
As in previous years, staff will prepare an Action Plan for City Council review and
approval. The Action Plan will set forth specific goals, defined actions and
designation of responsibilities. The status of implementation of the Action Plan will
be reviewed on a regular basis with the City Council.
During the strategic planning session, the City Council identified several new
initiatives that will be combined with on -going commitments from the 2012 -13
Strategic Plan and incorporated into the new Action Plan for 2014 -15. Those new
initiatives include:
Healthy Neighborhoods
• Evaluate programs and methods to promote affordable housing including
city specific and regional actions
• Partner with the ICCSD regarding planned improvements to older schools
and the development of new elementary schools that collectively contribute
to stronger neighborhoods designed for long -term sustainability
Strategic Economic Development Activities
• Inform the City Council and the Iowa City community about current
programs and services provided by City, Chamber of Commerce, ICAD and
others to foster local business growth and economic development; and
review duties and responsibilities of the various organizations engaged in
economic development in Iowa City
• Forge additional partnerships with the University of Iowa (Research Park,
mixed use) etc.)
• Examine enhancing the CDBG micro - enterprise loan program to demonstrate
to the general public that Iowa City is committed to serving all populations
and ensuring the long -term sustainability of the community
13
Maior City Accomplishments
The following items were identified as major accomplishments by the City during the
strategic planning process. In November of 2013 the City published a formal Strategic
Plan Final Report that contains a more complete listing of the major accomplishments in
each of the strategic plan priority areas. A copy of this report can be obtained by
contacting the City Clerk's Office or by visiting www.ic og_ v_or strategicplan.
Strategic Plannine Council Priority - Economic and Community Development
• Significant public improvements in the First Avenue, Sycamore Street, and
Highway 6 corridors
• Towncrest Redevelopment Efforts
o Executed a redevelopment agreement for two new medical office
buildings
• Initiated the Williams Street streetscape project
• Launched a facade grant program and made two awards to existing
businesses
o Completed the acquisition of the Kerr -McGee property at First Avenue
and Muscatine
• Adopted and adhered to policies regarding TIF and other financing
mechanisms for private projects despite regional use of similar funds that
places Iowa City in a competitive disadvantage
• Raised community awareness about tax increment financing, regional piracy
issues and other economic development practices
• Completed public improvements for the 42011, St. Industrial Park and
achieved shovel ready status
• Became more proactive in recruiting and supporting business growth
• Awarded multiple small business loans /grants (Molly's, Trumpet Blossom,
Prairie Lights, Title Boxing, etc.) and made investment in collaborative space
for entrepreneurs (Busy Co- Working and the ICAD Co -Lab)
• Acquired $1.9 million grant for the construction of an access road to Moss
Ridge Campus
• Began planning to open up old Public Works /Transit site for redevelopment
• Facilitated the sale of multiple airport properties
4
Enhanced Communication and Marketing
• Advance intent of Ad Hoc Diversity Committee recommendations and
develop new programs /initiatives that directly respond to ongoing concerns
• Increase the diversity of city staff and department leadership
• Explore ways to facilitate and improve relations between city staff and
minority residents
• Achieve greater racial /ethnic diversity on city boards and commissions
• Examine alternative approaches to delivering services and programs for
senior citizens
• Consider establishing council member "listening posts" on a regular basis in
different parts of the city; consider the possibility of joint listening posts with
representatives of other governing bodies
• Meet on regular basis with members of the ICCSD board
• Develop comprehensive communications plan and a marketing strategy for
the community
• Incorporate the 2013 Sustainability Assessment findings into operations and
develop an associated action plan for the community
Final Comments
It was a pleasure to again assist the City of Iowa City with this strategic planning process.
I continue to be extremely impressed with the level of commitment, cooperation and
positive attitudes demonstrated by all the elected officials and department/division
directors.
Jeff Schott
Institute of Public Affairs
University of Iowa
December 3, 2013
14
Strategic Planning Council Priority - Development of the Downtown and near
Downtown Areas
• Adopted the Riverfront Crossings Master Plan and began implementation
• Worked cooperatively to commence construction on two new buildings
(MidWest One Office Building, UI School of Music)that will help anchor the
Riverfront Crossings District
• Created the Building Change Fagade Program
• Worked cooperatively with the business community to adopt new parking
policies and installed new solar powered parking meters that accept credit
cards
• Initiated the downtown streetscape master plan project
• Created a new downtown community policing position to better meet needs
in the downtown
• Established the downtown SSMID (ICDD) and built an effective working
relationship with the organization
• Converted Washington Street to two -way traffic
• Multiple regulatory changes were approved including Class A office density
bonus provisions, permitting dogs in Ped Mall, streamlining outdoor cafe
approvals and amending the entertainment venue ordinance
• Multiple new or enhanced special events were launched to support the
downtown district
• Partnered with the ICDD to initiate free WiFi service in the Ped Mall
• Selected a preferred developer for Gilbert /College property
• Executed development agreements for significant projects including the Park
at 201 and the `Vito's' building
Strategic Planning Council Priority - Neighborhood Stabilization
• Expanded the UniverCity program - despite loss of grant funds that helped
launch the program
• Continued housing rehab programs through GRIP, CDBG & HOME
• Adopted zoning code changes limiting multi - family developments to 3
bedroom units
• Created civil penalties for Disorderly House violations and enhanced
nuisance mitigation efforts
• Created a new neighborhood liaison community policing position
• Created a new Targeted Neighborhood Improvement program that helps
maintain the private building stock
• Invested in multiple neighborhood public improvement projects (Dewey
Street, North Market Square Park, etc.)
• Established the Jefferson Street Historic District
• Completed and adopted the 2030 Comprehensive Plan Update
Strategic Planning Council Priority - A Strong and Sustainable Financial Foundation
• Began planning for adverse changes with respect to state and federal funding
and the pending erosion of property tax revenues
• Achieved a 5.8% decrease in the City tax rate over two years without
significant service impacts
• Retained the City's AAA bond rating (Moody's)
• Commenced installation of a new financial computer system
• Obtained the GFOA budget presentation award
• The Local Options Sales Tax achieved its intended purpose and was not
renewed
• Adopted new purchasing policies and a "buy local" policy
Strategic Planning - Council Priority - Coordinated Communication and Customer
Service Orientation
• Engaged in efforts to improve community relations
• Created a centralized communications department with existing staff
• Revamped the Good Neighbor Program in an effort to improve
communication to neighbors impacted by nearby development proposals
• Introduced new social media sites and launched a pilot mobile application
that residents can use to report issues to the City (planning to expand in
2014)
• Revamped front desk staffing at City Hall to emphasize customer service
• Created an electronic development application submittal process and
successfully implemented ProjectDox in the site plan review and building
plan review process
• Launched a new program to provide electronic access of cemetery records
Strategic Planning_ Council Priority - Organizational Effectiveness
• Adopted the first Strategic Plan in several years and filtered it throughout the
entire organization
• Became more engaged in state policy and legislative issues
• Completed the city -wide Sustainability Assessment
• Adopted a Succession Plan and standardized employee performance reviews
• Continued streamlining of City staff and resources
n
Other City Accomplishments:
Cultural. Social and Recreational Services
• Opened the Terry Trueblood Recreation Area and partnered with private
service providers to enhance the park experience
• Reaccreditation of the Senior Center
Diversi
• Created the Ad Hoc Diversity Committee and began implementation of their
recommendations including the Creation of Equity Coordinator position,
changes to the Citizens Police Review Board and numerous other initiatives
• Initiated efforts to increase diversity among city staff
Facilities
• Numerous green initiatives undertaken including LED light conversions, the
opening of the East Side Recycle Center and change to dual stream recycling
• Completed the City space needs study
• Renovated the Iowa City Public Library
• Negotiated and executed a 28E Agreement for the Animal Shelter
Continued to receive strong community support /donations for city projects
(Public Library, Terry Trueblood Recreation Area, and the Senior Center)
Implemented a new radio system for non - public safety users
Flood Recovery/Mitigation
• Completed the home buyout grants and other flood recovery grants
• Ongoing planning and preparation for remaining major flood recovery
projects
• Commenced expansion of the South Waste Water Treatment Plant
• Commenced construction on the Westside Levee project
• Completed well house protection and water main river crossing projects
• Developed bid specifications for the Rocky Shore Drive flood gate and lift
station
• In the final stage of the Environmental review process for the Gateway
Project
• Made significant progress in the Ashton House /Normandy Drive restoration
project
• Acquired an upgraded Insurance Service Office (ISO) rating from National
Flood Insurance Program's Community Rating System that will create
discounts for Iowa City residents on flood insurance premiums
VA
Infrastructure /CIP
• Completed the trail project along on Highway 1
• Completed the Rochester Avenue bridge replacement project
• Made substantial investment in infrastructure for southeast Iowa City
• Sycamore Street improvements, south of Highway 6
• Sycamore St /Highway 6 intersection improvements
• Reconstruction of Lower Muscatine Road, with sewer and water main
replacements
• Highway 6 asphalt overlay project
• First Avenue storm sewer improvements
• Planning, land acquisition, utility relocation for the First Ave Railroad
Grade Separation Project (construction in 2015)
Expansion of South Wastewater Treatment Plant
Public Safetv
• Successful disaster response to the landfill fire and the 2013 flood
• Responded to concerns regarding the '21 Only' ordinance
• Fire Station #4 construction completed and operational
• Established funding for two community policing officers that complement
the strategic plan goals of Downtown Development and Neighborhood
Stabilization
• Completed remodel of Fire Station 1 kitchen /dining area
• Successfully obtained The Fire Department reaccreditation
• Improved the community's ISO rating to class 2
• Teamed with Safe Kids Johnson County to establish car seat FIT station at
Fire Station 4
• Completed Phase 2 of the life - safety upgrades for existing bars and
restaurants required to be retrofitted with fire sprinkler systems
Significant Issues, Concerns, Trends and Opportunities
The following items were identified as significant issues, concerns, trends, and
opportunities that may affect future city services, policies, finances or operations as
related to the 2012 -13 Strategic Planning Council Priorities:
Strategic Planning Council Priority - Economic and Community Development
• Increasing the tax base, and bringing in more jobs at all skill levels
• Need to be more competitive due to the aggressiveness of neighboring
jurisdictions
• Facilitating innovative commercial space in and near Sycamore Mall
• Enhance the marketing of Iowa City to residents and prospective employers
and employees
• Thoughtfully assess the risk that Massive Open Online Courses (MOOCs)
might transform the University and which might undermine the long -term
economic health of the Iowa City area
• Assist with the transition of Sycamore Mall to the new marketplace concept
• Iowa City will be a construction - centered economy for the next several years
due to the large amounts of university, , ICCSD, and City capital projects
• Growing expectation for public assistance by the private sector in part due to
heightened competition from neighboring jurisdictions and the tightness of
the lending market
• Pursue new and sustain current retail establishments, not only downtown,
but Sycamore Mall and Pepperwood, and Highway 1/6 corridor
• Evaluate synergies between the City and of the University research activities
• Capitalize on the national trend that people like to move to and retire in
college towns
• Successfully complete the First Avenue railroad bridge project
• Anticipate and be prepared for growth in the City
Strategic Planning Council Priority - Development of the Downtown and near
Downtown Areas
• Begin implementation of the streetscape project
• Continue to improve parking issues downtown
• Capitalize on the growing interest in downtown and Riverfront Crossings
• Leverage the University investment in downtown (Music /Art)
• Determine the future of the Federal Building
• Ensure maximum benefits for Riverfront Crossing in terms of sustainability,
walkability and visual optimization
7
Strategic Planning Council Priority - Neighborhood Stabilization
• Prevent blight, stagnation in certain parts of city
• Avoid proliferation of low income concentrations and pursue strategies to
facilitate mixed income neighborhoods
• Ensure the City's housing stock is more diverse and meets multiple segments
of the market
• Define and address affordable housing issues in the community
• Seek to leverage school district facility plans to ensure healthy
neighborhoods
• The labor shortage coupled with the increase in demand for these skills may
continue to drive short -term housing demand
• Determine a strategy to combat the increase in over - occupied properties due
to high levels of collusion between tenants and landlords, who consider of
the fine as a cost of doing business
Strategic Planning Council Priority - A Strong and Sustainable Financial Foundation
• Be proactive in coping with the loss of revenue associated with the 2013
State property tax legislation and continued declines in state and federal
sources
• Consider changes to SEATS funding in future years
• Balance the growing demands for services with the reality of shrinking
revenue sources
• Maintaining the Riverfront Crossings momentum by pursuing the needed
public improvements while recognizing the growing constraints on revenue
sources
• Anticipate the continued lack of commitment from the State Legislature to
local government and University funding
• Leverage the non - taxable University presence to build taxable value in areas
surrounding the campus.
• State and Federal regulatory requirements continue to grow and dictate
much of what we do and how we spend our money (ADA, GASB, water
quality standards, etc.)
• Meeting increasing administrative requirements and uncertainties related to
Healthcare reform
• Opportunity to pursue LOST renewal in a manner that will further strategic
goals of the community and diversify revenue sources
• Anticipate the rising cost of capital improvements due to the large amount of
University, ICCSD, and City capital projects
10
Strategic Planning Council Priority - Coordinated Communication and Customer
Service Orientation
• More focus on promotion of city accomplishments and quality of life
• Staying current on social media strategies for communicating with public
• Take advantage of growth in mobile technology
• Account for the expectation that service is available outside of traditional
business hours
Strategic Planning Council Priority - Organizational Effectiveness
• Continue to improve the development process including pursuit of the
merging of planning and building departments
• Manage expected senior staff turnover in next five years
• Review all city permitting requirements and processes to look for efficiencies
and eliminate redundancy
Other Issues /Concerns /Trends /Opportunities
Diversi
• Continued Implementation of the ad -hoc diversity committee
recommendations and further efforts to address concerns of ethnic /racial
minorities
• Invent better ways of responding to the demographic transformation that
Iowa City and surrounding area have been experiencing over past 10 -15
years
• Underrepresentation of low- income, ethnic minorities, less well- educated
adults in Senior Center
Facilities
• Respond to facility needs of various departments
• Investigate further options for optimizing access and efficiencies of the
Senior Center
• Complete the construction of the Animal Shelter
11
Intergovernmental Relations
• Improve the relationship between Iowa City and Coralville
• Actively seek execution of a Corridor Compact agreement for economic
development with Coralville and North Liberty
• Establish closer working relationship with the school district as they
implement their facilities plan and diversity policy
• Seek enhanced cooperation with Johnson County and work with them to gain
support for the Justice Center
• Continue to strengthen the relationship with the University
• Advance discussion of modified inclusionary zoning at the MPOJC level
Public Safetv
• Seek ways to address disproportionate minority contact rates
• Create a safe transportation plan for Burlington Street and other central
streets that accommodate bikers and pedestrians as well as motor vehicle
traffic
• Seek alternatives for Fire Department training needs when the current
location is no longer viable
Other
Improve the local response to the threat of global climate change
12
2014 -15 Strategic Planning Council Priorities
After review and discussion, the City Council identified the following as their
strategic planning focus for 2014 -15:
Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to:
• Healthy Neighborhoods
• A Strong Urban Core
• Strategic Economic Development Activities
• A Solid Financial Foundation
• Enhanced Communication and Marketing
It should be noted, that the City Council has placed an emphasis on making Iowa City
more inclusive and sustainable. These two goals are intended to filter through all of
the City's activities and thus were not listed as a single isolated priority in the
strategic plan. They are rather guiding principles that should be considered when
working within each of the stated priorities.
As in previous years, staff will prepare an Action Plan for City Council review and
approval. The Action Plan will set forth specific goals, defined actions and
designation of responsibilities. The status of implementation of the Action Plan will
be reviewed on a regular basis with the City Council.
During the strategic planning session, the City Council identified several new
initiatives that will be combined with on -going commitments from the 2012 -13
Strategic Plan and incorporated into the new Action Plan for 2014 -15. Those new
initiatives include:
Healthy Neighborhoods
• Evaluate programs and methods to promote affordable housing including
city specific and regional actions
• Partner with the ICCSD regarding planned improvements to older schools
and the development of new elementary schools that collectively contribute
to stronger neighborhoods designed for long -term sustainability
Strategic Economic Development Activities
• Inform the City Council and the Iowa City community about current
programs and services provided by City, Chamber of Commerce, ICAD and
others to foster local business growth and economic development; and
review duties and responsibilities of the various organizations engaged in
economic development in Iowa City
Forge additional partnerships with the University of Iowa (Research Park,
mixed use, etc.)
Examine enhancing the CDBG micro - enterprise loan program to demonstrate
to the general public that Iowa City is committed to serving all populations
and ensuring the long -term sustainability of the community
13
Enhanced Communication and Marketing
• Advance intent of Ad Hoc Diversity Committee recommendations and
develop new programs /initiatives that directly respond to ongoing concerns
• Increase the diversity of city staff and department leadership
• Explore ways to facilitate and improve relations between city staff and
minority residents
• Achieve greater racial /ethnic diversity on city boards and commissions
• Examine alternative approaches to delivering services and programs for
senior citizens
• Consider establishing council member "listening posts" on a regular basis in
different parts of the city; consider the possibility of joint listening posts with
representatives of other governing bodies
• Meet on regular basis with members of the ICCSD board
• Develop comprehensive communications plan and a marketing strategy for
the community
• Incorporate the 2013 Sustainability Assessment findings into operations and
develop an associated action plan for the community
Final Comments
It was a pleasure to again assist the City of Iowa City with this strategic planning process.
I continue to be extremely impressed with the level of commitment, cooperation and
positive attitudes demonstrated by all the elected officials and department/division
directors.
Jeff Schott
Institute of Public Affairs
University of Iowa
December 3, 2013
14
D 1 _S4-
L THE UNIVERSITY
1 OF IOWA
INSTITUTE OF PUBLIC AFFAIRS
THE UNIVERSITY OF IOWA
GOAL SETTING GROUND RULES
1) This goal setting session is a work session of the City Council /Board. As such, no final
actions or decisions can be made at this meeting. Final approval of the goals and
priorities will be taken at a subsequent official meeting of the City Council /Board.
2) Please be respectful and patient of the ideas, suggestions and comments of the other
participants. Every idea or proposal is worthy of consideration and will be listed in the
final report.
3) This is not the time to really sell or promote your suggestions. Those discussions can
come in later meetings.
4) It is also not time to be critical of other ideas or suggestions. If you do not support a
particular idea, then do not vote for it.
5) There should be a free flow of ideas, but time is limited. We do not have the time to
resolve any one issue today. It is the responsibility of the facilitator to keep the session
focused and on target.
6) Silence means affirmation. If no objections are heard regarding a particular topic, it will
be assumed everyone is in agreement.
7) Please do not engage in side conversations so that everyone can be heard and understood.
8) This is your meeting. We want it to be enjoyable, interesting and, most importantly,
productive and beneficial.
FINAL REPORT
1) The report on this goal setting session will be presented in draft form to the elected
officials for review and approval. The elected officials can modify and clarify the
various parts of the report as needed.
2) It is recommended that the status of implementing the approved goals be reviewed and
discussed on a quarterly basis.