HomeMy WebLinkAboutContinuation of 2020-2021 Strategic Planning Process PresentationPreviously distributed in the 4/30/20 IP (IP3)
CITY OF IOWA CITY
MEMORANDUM
Date: May 12, 2020
To: Mayor and City Council
From: Ashley Monroe, Assistant City Manager
Re: Continuation of 2020-2021 Strategic Planning Process
On March 10, 2020, City Council engaged in its first strategic planning session and their second
at the April 21, 2020 Work Session. At these sessions, Council Members agreed foundationally
that the seven existing Strategic Plan objectives were still relevant to the City's current needs
and goals but may require slight adjustments to better represent and communicate the focus of
each goal. At the April 21 Work Session, Council reviewed the first five of the seven objectives,
discussed a sixth, and left one for discussion at the May 5 Work Session.
Attached for your review, is an updated formatted version of Council's discussion from the first
and second Strategic Plan sessions. Each of the Strategic Plan objectives has a side by side
comparison of the 2018-2019 Strategic Plan and phrasing proposed by the City Manager's
Office for Council's 2020-2021 Plan. For several of the Strategic Plan headings and initiatives,
Council agreed upon specific language, which has been included. Highlighted in yellow, is new
language proposed by Council at the April 21 Work Session or drafted by the City Manager's
Officer for Council discussion.
At the upcoming Work Session, Council will be able to provide feedback on this draft and
engage in further discussion about the remaining Strategic Plan objectives.
Attachment.
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
12018-2019 12020-2021
Advance Socia{ Justice and Racial
Equity
a. Support organizations and
efforts that provide services
to people experiencing and
recovering from trauma and
crisis related to mental
health and substance abuse
b. Consider a policy to limit
city business to vendors that
pay all employees a wage of
$10.10 or higher
c. Explore expanded use of a
racial equity toolkit within
City government,
embedding it within city
department and Council
levels
d. Consider elevating hourly
staff wages to $15/hour or
more within two years
Advance Social Justice, Racial
Equity, and Human Rights
• Ensure City progress towards
increasing diversity of staff in a
manner that is reflective of
community demographics
• Complete the phased effort to
raise the minimum wage for
temporary employees to
$15.00 per hour by July 1, 2021
• Continue emphasis on human
rights -based training for city
employees, boards and
commissions, and the
community
• Establish priorities and ensure
resources for increased access
and translation of critical city
messages
• Continue partnerships with
community organizations
through the City's Social Justice
and Racial Equity grant
program
• Develop a coordinated effort
across City departments to
expand social and recreational
programming for special
opulations
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
12018-2019 12020-2021
Demonstrate Leadership in
Climate Action
a. Adopt an effective Climate • Adopt and begin
Action and Adaptation Plan implementation of the
and ensure the next two Accelerating Iowa City's
budgets contain sufficient Climate Actions Report
funds to facilitate achieving
its goal • Track and effectively
b. Support efforts to increase
the reach of the Parks and
Recreation Foundation
communicate progress
toward reaching the
Intergovernmental Panel on
Climate Change's
(IPCC) carbon emission
reduction targets adopted
locally by the City Council in
2019.
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-201_9
2020-2021
_
Enhance Community Engagement
Strengthen Community
:and in,ter°governmental Wati:;ons
Engagement and
Intergovernmental Relations
a. Experiment with innovative
• Initiate a redesign of the City's
ways of engaging with diverse
website
populations in person and on
social media
• Pursue creative engagement
techniques with a focus on
b. Improve collaborative
reaching diverse populations
problem -solving with
and neighborhoods
governmental entities in the
region on topics of shared
• Work collaboratively with
interest
other local governments and
strengthen ties with our state
c. Improve relationships with
and federal elected delegation
the executive branch and
legislature by reaching out to
legislators and other elected
officials and working with City
lobbyists
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Maintain a Solid Financial
Invest in Public Infrastructure,
Foundation
Facilities and Fiscal Reserves
a. Continue to monitor the impact of
• Carefully prepare for significant
the 2013 property tax reform and
financial challenges projected
evaluate alternative revenue
during the final years of State
sources as determined necessary
property tax reform mandates
through FY 2024
b. Continue to build the City's
Emergency Fund
• Strive to continue to reduce
the City's overall property tax
c. Monitor potential changes to
rate
Moody's rating criteria and
maintain the City's Aaa bond
• Evaluate Local Option Sales Tax
rating
and other alternative revenues
that may be needed to achieve
d. Continue to reduce the City's
Iowa City's strategic objectives
property tax levy
and reduce reliance on debt
and property taxes
e. Maintain healthy fund balances
throughout the City's diverse
• Develop a long-term plan to
operations
improve the pavement
condition of City streets
• Initiate physical and financial
planning efforts to modernize
and expand critical public
facilities
• Consider establishing a cost of
development framework that
can help guide decisions on
how best to accommodate
future growth
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Foster Healthy Neighborhoods
Foster Healthy Neighborhoods
Throughout the City
and Affordable Housing
*do
Throughout the City
a. Modify the existing
• Continue efforts to expand
Affordable Housing Action
and adapt the City's
Plan to include new
affordable housing and
strategies to improve the
neighborhood improvement
availability and affordability
strategies to meet needs
of housing in Iowa City
throughout the community
b. Embed the "Missing Middle"
• Consider and adopt the South
concept into the City's land
District form -based code and
development practices by
ensure it can be adapted to
other parts of Iowa City
adopting a Form Based Code
for at least one (preferably
. Continue implementation of
two) of our neighborhoods
the Parks Master Plan and
complete an accompanying
c. Ensure the next two budgets
Recreational Facilities Master
contain sufficient funds to
Plan
make meaningful progress
toward achieving the goals
• Monitor and report biannually
of the Bicycle Master Plan
on building and rental permit
and Parks Master Plan
trends in the former rental
cap neighborhoods
d. Complete an analysis of
traffic accident data and
• Support neighborhood
identify actions to improve
activities and improvements
the safety of our roadways
that create vibrant, creative
for motorists, bicyclists, and
spaces and inspire a sense of
place and community
pedestrians
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
12018-2019 12020-2021 1
Encourage a vibrant and Enhance Community Mobility for
Walkable Urban Core All Residents
a. Collaborate with the
University of Iowa on its
redevelopment of University
owned property located in
the Riverfront Crossings
District, and on improving
the quality, accessibility, and
use of the Iowa River
Corridor
b. Preserve important parts of
Iowa City's history by
considering the designation
of additional buildings as
historic landmarks, and, by
considering the creation of
an historic preservation
district for part of the
downtown after consulting
with stakeholders
c. Evaluate existing strategies
and consider additional
actions to address the need
for reinvestment in the
city's existing private
housine stock
• Continue implementation of
the City's Bicycle Master
Plan and pursue Gold
Bicycle Friendly Community
status from the League of
American Bicyclists
• Complete the Iowa City Area
Transportation Study,
pursue recommended
changes, and evaluate
implementation outcomes,
to ensure community needs
are met by system changes
• Ensure ease and safety of
travel for residents and
visitors through expansion
of accessibility measures,
improved connectivity, and
use of adopted complete
streets design standards
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Promote a SO ent
Promote an Inclusive and Resilient
omy
Economy Throughout the City
a. Undertake a comprehensive
•
assessment of the current public
transit system and implement
changes to assure that the
service best meets the needs of
the entire community
b. Effectively market and grow the
local food economy
c. Through cooperation with the
Iowa City School District, Iowa
Workforce Development,
Kirkwood Community College,
Iowa Works, and others, increase
opportunities for marginalized
populations and low-income
individuals to obtain access to
skills training and good jobs
d. Work with Procter & Gamble and
impacted supply chain
companies, local economic
development organizations, and
labor unions to respond
effectively to the company's
decision to terminate its local
production of beauty care
products
April 23, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
Demonstrate
Leadership in
Climate Action
Invest in Public
Infrastructure,
Facilities and
Fiscal Reserves
Advance Social
Justice, Racial
Equity, and
Human Rights
Enhance
Community
Mobility for All
Residents
Strengthen
Community
Engagement and
Intergovernmental
Relations
Promote an
Inclusive and
Resilient
Economy
Foster Healthy
Neighborhoods
and Affordable
Housing
* Example of Strategic Plan objectives formatted without a numerical identifier. When the Plan is
finalized, staff will create an improved graphic design illustrating the concept that each objective could
stand alone but also contributes and works with other objectives to fulfill City goals.
April 23, 2020