HomeMy WebLinkAbout2020-21 Strategic Plan PresentationSide by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
This Strategic Plan intends to foster a more inclusive, just and sustainable Iowa
City by prioritizing the physical, mental and economic well-being of all residents.
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.
May 26, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Advance Social Justice and Racial
Advance Social Justice, Racial
Equity
Equity, and Human Rights
a. Support organizations and
Ensure City progress towards
efforts that provide services
increasing diversity of staff in a
to people experiencing and
manner that is reflective of
recovering from trauma and
community demographics
crisis related to mental
health and substance abuse
• Complete the phased effort to
raise the minimum wage for
temporary employees to
b. Consider a policy to limit
$15.00 per hour by July 1, 2021
city business to vendors that
pay all employees a wage of
Continue emphasis on human
$10.10 or higher
rights -based training for city
employees, boards and
c. Explore expanded use of a
commissions, and the
racial equity toolkit within
community
City government,
embedding it within city
• Establish priorities and ensure
department and Council
resources for increased access
and translation of critical city
levels
messages
d. Consider elevating hourly
Continue partnerships with
staff wages to $15/hour or
community organizations
more within two years
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
populations
May 26, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Promote Environmental
Demonstrate Leadership in
Sustainability
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
communicate progress
b. Support efforts to increase
toward reaching the
the reach of the Parks and
Intergovernmental Panel on
Recreation Foundation
Climate Change's
(IPCC) carbon emission
reduction targets adopted
locally by the City Council in
2019.
May 26, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Enhance Community Engagement
Strengthen Community
and Intergovernmental Relations
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
May 26, 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
May 26, 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
Throughout the City
a. Modify the existing
• Identify new 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 long-term
of housing in Iowa City
needs throughout the
community
b. Embed the "Missing Middle"
concept into the City's land
9 Consider and adopt the South
District form -based code and
development practices by
ensure it can be adapted to
adopting a Form Based Code
other parts of Iowa City
for at least one (preferably
two) of our neighborhoods
• Continue implementation of
the Parks Master Plan and
c. Ensure the next two budgets
complete an accompanying
contain sufficient funds to
Recreational Facilities Master
make meaningful progress
Plan
toward achieving the goals
of the Bicycle Master Plan
• Monitor and report biannually
and Parks Master Plan
on building and rental permit
trends in the former rental
d. Complete an analysis of
cap neighborhoods
traffic accident data and
identify actions to improve
• Support neighborhood
the safety of our roadways
activities and improvements
for motorists, bicyclists, and
that create vibrant, creative
pedestrians
spaces and inspire a sense of
place and community
May 26, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Encourage a Vibrant and
Enhance Community Mobility for
Walkable Urban Core
All Residents
a. Collaborate with the
• Continue implementation of
University of Iowa on its
the City's Bicycle Master
redevelopment of University
Plan and pursue Gold
owned property located in
Bicycle Friendly Community
the Riverfront Crossings
status from the League of
District, and on improving
American Bicyclists
the quality, accessibility, and
use of the Iowa River
• Complete the Iowa City Area
Corridor
Transportation Study,
pursue recommended
b. Preserve important parts of
changes, and evaluate
Iowa City's history by
implementation outcomes,
considering the designation
to ensure community needs
of additional buildings as
are met by system changes
historic landmarks, and, by
considering the creation of
• Ensure ease and safety of
an historic preservation
travel for residents and
district for part of the
visitors through expansion
downtown after consulting
of accessibility measures,
with stakeholders
improved connectivity, and
use of adopted complete
c. Evaluate existing strategies
streets design standards
and consider additional
actions to address the need
for reinvestment in the
city's existing private
housing stock
May 26, 2020
Side by Side Comparison of 2018-2019 Strategic Plan and 2020-2021 Strategic Plan Draft
2018-2019
2020-2021
Promote a Strong and Resilient
Promote an Inclusive and Resilient
Local Economy
Economy Throughout the City
a. Undertake a comprehensive
assessment of the current public
• Through collaboration with
transit system and implement
local partners, increase
changes to assure that the service
opportunities for marginalized
best meets the needs of the
and low-income populations to
entire community
obtain access to skills training,
good jobs and affordable
b. Effectively market and grow the
childcare
local food economy
• Encourage healthy, diverse,
c. Through cooperation with the
and sustainable economic
Iowa City School District, Iowa
activity throughout Iowa City,
Workforce Development,
including taking steps to
Kirkwood Community College,
invigorate neighborhood
Iowa Works, and others, increase
commercial districts and
opportunities for marginalized
create new small
populations and low-income
neighborhood commercial
individuals to obtain access to
nodes
skills training and good jobs
• Effectively market and grow
d. Work with Procter & Gamble and
the local foods economy and
impacted supply chain companies,
small locally -owned businesses
local economic development
organizations, and labor unions to
respond effectively to the
company's decision to terminate
its local production of beauty care
products
May 26, 2020