HomeMy WebLinkAboutFY 2023-2028 Strategic PlanStrategic Plan
FISCAL YEARS 2023-2028
Adopted December 2022
1
PLAN OVERVIEW
The strategic plan summarizes the vision, strategies
and key action steps for the City Council and staff
through the five-year planning period. The City’s plan
also advances the goals set forth in the Better
Together 2030 Johnson County All in Vision, and
regionally in the Envision East Central Iowa
comprehensive economic development strategy. The
City’s pre-existing strategic priorities, developed over
several years, served as the foundation of this plan.
Drawing upon previous planning work, studies and community conversations, the City Council and City
staff leadership engaged in an extensive process to refine the vision and strategies, determine action
steps, and establish priorities.
The strategy map (page 6) serves as the foundation of the plan. It outlines the values, impact areas and
resources needed to execute the overall strategy. Within each component of the strategy map, the City
has developed an associated vision, strategies, and action steps.
2
The vision outlines the “the why.” Each
component of the strategy map
contains a brief description of what the
desired future would look like.
Strategies represent “the what,” or the
broad steps the City will take to move
towards the future vision. Action steps
present the “the how,” or specific
actions the City will take to advance the
strategies during the five-year period.
The vast bulk of the City’s resources,
both financial and human, go toward
providing essential services to the
community such as police and fire
protection, street maintenance, water and sewer services, parks and recreation opportunities, and
library services (to name a few). The vision and accompanying strategies outlined will provide general
direction in the implementation of these core services.
The action steps in the strategic plan focus on how the City’s discretionary resources can be leveraged
to advance the vision through new, expanded, or reinvented services or policies. The action steps
highlighted generally:
• Require significant human and/or financial resources,
• Have high visibility,
• Have a significant impact on the community,
• Require collaboration between many departments or organizations, and/or
• Require significant council or community involvement.
The vision and strategies are focused on the long-term and unlikely to change during the plan period.
The action steps are weighted to the first few plan years, and often reflect the most pressing needs,
which have already been the subject of much discussion. Some strategies do not have a corresponding
action step identified in the plan. This does not mean that the strategy is not being or will not be
addressed. Many projects are implemented at the department level and will not be detailed in the plan
but will be highlighted in subsequent status reports. In addition, the plan is intended to provide
strategic focus. Given the City’s limited discretionary resources, it is not possible to lift all strategies
simultaneously. The completion of the action steps identified in the early years of the plan will allow
the City to potentially shift focus to other strategies in later years or subsequent versions of this plan.
3
ENVIRONMENTAL SCAN
The Environmental Scan identified elements in the external environment that may impact the City
moving forward. These forces, largely outside the City’s control, may represent future challenges,
opportunities, or both.
External Challenges and Opportunities
LEGISLATIVE
Recent legislative actions at the state level have reduced current and future projected tax revenues for
the City. In addition, there has been a trend of state legislative action preempting decisions normally
made at the local level.
EXPECTATIONS AND SUPPORT OF GOVERNMENT
Record high levels of distrust of state and federal government has impacted trust for local government,
as well among some community members. At the same time, community members increasingly expect
the 24/7 service experience that operations may not be resourced to provide.
RACIAL AND INCOME INEQUALITY
Community members can report vastly different community experiences based on race and income.
This inequality is likely preventing individuals – as well as the community as whole – from reaching its
full potential.
WORKFORCE
With the region at full employment and baby boomers transitioning out of the workforce, attracting
talent is top concern, both for area employers and city operations. Employers are needing to quickly
adapt to a job-seekers market with more competitive compensation and benefits, as well as flexible
work arrangements.
4
INFLATION
Inflation has created significant pressure on the City’s budget and may further impact operations and
the area economy in unexpected ways.
CLIMATE CHANGE
The City will need to continue to prepare for the impacts of climate change. This will likely take the
form of extended weather patterns, as well as increasingly severe weather events.
GROWTH
From 2010 to 2020, Johnson County was the second
fastest growing county in Iowa. Iowa City contributed
through robust growth of its own. As an increasingly
diverse community, residents of different cultures
and varied life experiences can help propel future
growth and opportunity as they establish roots in the
community.
FEDERAL FUNDING
The City received approximately eighteen million
dollars in American Rescue Plan Act (ARPA) funds to
respond to the COVID-19 emergency and help
residents and the community become more resilient
in the coming years. These resources can also
contribute greatly to the action steps in this plan. In
addition, several new state and federal grants are
available through utilizing ARPA and the
Infrastructure Investment and Jobs Act (IIJA) funding.
UNIVERSITY OF IOWA
Iowa City and the University of Iowa are tightly connected. Significant changes at the University of Iowa
have a ripple effect throughout the community.
5
City Operations
FINANCIAL HEADWINDS
Property tax reform, depressed development trends following COVID-19, inflation pressures, and the
phase out of the commercial tax backfill means that the City will face significant financial headwinds
during upcoming budget cycles. Leaders will need to consider new funding sources for major initiatives
given that the growth in property-tax related revenue is expected to remain fairly flat during the planning
period.
STAFF RECRUITMENT AND CAPACITY
The City is experiencing the same recruitment challenges as the private sector and struggling to fill key
positions. Flat staffing levels, community growth, and numerous new initiatives have strained the
ability of staff to continue to meet service demands. Properly resourcing City operations will help in the
effort to recruit and retain top talent and provide for better service to the community.
OUTDATED FACILITIES
Several City facilities have not grown or been remodeled to meet the service demands of an expanding
population and workforce. These facilities can create operational inefficiencies and work against goals
to provide safe, reliable, and healthy facilities for employees and the public.
6
STRATEGY MAP
The Iowa City Strategy Map organizes and builds upon the seven strategic priorities identified in
previous years. The Strategy Map has three distinct components: Values, Impact, and Resources.
Values
Our values represent both a lens through which we will approach our work, as well as a desired end
state when our work is completed. Our values are embodied in every element of this strategic plan.
Impact Areas
Impact areas represent our mission and focus as a municipal government. This is where we intend to
work collectively to advance our community.
Resources
Resources are building blocks needed to support our work.
7
VALUES
Racial Equity, Social Justice & Human Rights
FUTURE VISION
Iowa City welcomes and celebrates cultural diversity
throughout the community, and accurate cultural
historical perspectives are acknowledged and
commemorated. Each community member
understands how systemic inequities have
disadvantaged and marginalized some populations and
are equipped with the skills to disrupt bias. Growth and
healing occur as the City proactively addresses racial
inequalities and social injustices. The City has removed
and addressed systemic barriers present in all facets of city government including policies, land use
decisions, programs, services, and employment. Partnerships with businesses, schools, and non-profit
organizations facilitate equitable access to opportunity across all sectors. City employees, boards and
commission members, and other advisory and decision-making entities reflect the diversity of the Iowa
City community. The presence of equity, inclusion, and belonging is identifiable in all City operations
and activities.
Climate Action
FUTURE VISION
Cities across the Midwest and nationally emulate Iowa
City’s long-term innovative strategies which achieve net-
zero greenhouse gas emissions across all sectors and
prepare all populations for the effects of climate change
and the urban heat island effect. A bio-diverse
environment flourishes and each generation can look
forward to improved water, air, and soil quality. Every
resident in Iowa City understands the cost of climate
change and knows which community resources can help them mitigate and adapt to these impacts.
Residents of all socioeconomic statuses actively take climate action, including using sustainable
transportation, shopping local, and reducing and conserving energy. As a result, their health, safety,
economic wellbeing, and relationship with their neighbors are improved.
8
Partnerships and Engagement
FUTURE VISION
Community members believe engagement and
participation in local government decision-making is
worthwhile and sincere. Respectful dialogue and
transparent processes dominate public decision-
making. Creative and accessible communication and
engagement methods ensure every resident is routinely
reached by the City and encourage intergenerational
participation. Neighborhoods are revitalized as a source
of grassroots community-building, empowerment, and prosperity for all households. There is a high
degree of trust and free-flowing communication between stakeholders within the community. As a
result, public-private partnerships are plentiful and a natural component of every solution, and
resources are deployed judiciously towards efforts that benefit all.
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IMPACT AREAS
Neighborhoods & Housing
FUTURE VISION
Iowa City is a collection of authentic, vibrant
neighborhoods and districts. By way of internal and
external streets and trails, each community member
has safe, easy access to everyday facilities and
services within a 15-minute walk or bike ride.
Neighborhoods are compact and socially diverse,
with a variety of housing choices and at least one
place serving as its center. Permanent affordable
housing choices are dispersed throughout the
community. New higher density development blends
with existing buildings and shapes a comfortable, human-scale pedestrian environment. Public spaces
are inviting and active with people recreating and socializing in parks, natural areas, and tree-lined
streetscapes, all enhanced with public art and placemaking initiatives.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Update City Comprehensive Plan and Zoning Code to encourage compact neighborhoods with
diverse housing types and land uses.
• Partner in projects that serve as models for desired future development.
• Create inviting and active outdoor spaces with unique and engaging recreation offerings.
• Address the unique needs of vulnerable populations and low-to-moderate income neighborhoods.
10
ACTION PLAN
Action Champion Target
Date
Explore legal steps to discourage or prevent bad faith and predatory property
investors.
City Attorney FY23-24
Act on building regulation recommendations outlined in the Accelerating Iowa
City’s Climate Actions Report; including TIF energy efficiency incentives, energy
standards for height and density bonuses, and a climate action building permit
rebate program.
Climate Action &
Outreach and
Neighborhood &
Development
Services
FY23-25
Revamp the neighborhood PIN grant program and evaluate discretionary funding
for district/neighborhood grassroots projects.
Communications FY23-25
Advance prioritized recommendations in the 2022 Affordable Housing Action Plan.
Work with partners to undertake significant-scale affordable housing efforts.
Neighborhood &
Development
Services
FY23-28
Seek out and approve residential TIF applications for infrastructure when the
project provides community benefit such as permanent affordable housing,
expansive public open space, or advancement toward stated climate action goals.
Consider a standard application of residential TIF for all new annexations to meet
permanent affordable housing goals.
City Manager’s
Office
FY24-25
Initiate a Comprehensive Plan update and subsequent Zoning Code review to more
broadly incorporate form-based principles with emphasis on growth areas first and
infill areas next, expanded missing middle housing allowances, minimum density
requirements, and streamlined approval processes
Neighborhood &
Development
Services
FY24-28
Explore pilot housing projects utilizing tiny homes, 3D printed homes,
prefabricated or manufactured homes, net-zero homes, or other innovative
options.
Neighborhood &
Development
Services
FY24-28
Bolster financial support for homeless services and evaluate shifting towards
shelter as service model.
City Manager’s
Office
FY25-28
Expand the South District Homeownership Program to other targeted
neighborhoods and consider allowing relocation assistance to expedite
completion.
Neighborhood &
Development
Services
FY26-28
Provide all residents with public open space within a 15-minute walk or bike ride by
strategically executing agreements with local schools or other partners.
Parks and
Recreation
FY26-28
11
Mobility
FUTURE VISION
Community members of all socioeconomic statuses
easily, safely, and comfortably travel using multiple
modes of transportation year-round. Commuters
choose to walk, bike, or bus at least half of the time,
and an increasing number of trips are fueled by clean
energy. Regional collaboration has created a strong
multi-modal network that links Iowa City to
neighboring communities. Highly traveled corridors
have separated trails or comfortable, safe lanes for
bicyclists. When prioritizing, the needs of
pedestrians, bicyclists, transit riders, and other
emerging forms of transportation are weighted
greater than those of automobile drivers and
adjacent property owners.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
• Expand the access and convenience of environmentally friendly and regionally connected public
transit.
• Design and maintain complete streets that are comfortable and safe for all users.
• Grow and prioritize bike and pedestrian accommodations.
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ACTION PLAN
Action Champion Target
Date
Fully evaluate the feasibility and funding sources needed for a zero-fare transit
system.
Transportation
Services and
Finance
FY23-24
Develop a vision statement for a singular regional transit system with metro Johnson
County entities and obtain initial commitments to study a regional system from each
entity’s elected officials.
City Council FY23-25
Install additional permanent charging stations for vehicles, bicycles, and electronic
devices.
Climate Action
& Outreach
FY23-28
Identify additional opportunities for road diets, sidewalk infill, curb cut
enhancement, and bike lane installation with a goal of at least two such projects
each construction season.
Public Works FY23-28
Explore opportunities to utilize the CRANDIC right-of-way for passenger rail, bus
rapid transit, or pedestrian usage.
City Council FY23-28
Evaluate with the State of Iowa reverting Dodge and Governor to 2-way streets Public Works FY23-28
Secure federal funding for a relocated transit building that can accommodate future
growth in service and electrification of the fleet.
Transportation
and City
Manager’s
Office
FY24-28
Consider adding or retrofitting bike pathways that are separated from streets or
protected utilizing flexible bollards.
Public Works FY24-28
Expand the fleet of electric buses or other low/no emission-technology vehicles each
time a diesel bus is due for replacement and seek grants that can expedite the
conversion.
Climate Action
& Outreach
FY25-28
Consider an on-demand or subsidized voucher system for times and locations in
which no fixed route service is available.
Transportation
Services
FY25-28
Expand snow clearing operations at sidewalk corners in high priority pedestrian
areas, bus stops, and bike lanes.
Public Works
and Parks &
Recreation
FY25-28
Initiate and promote vehicle and bike-share/scooter programs. Transportation
Services
FY26-28
Evaluate with the State of Iowa the possibility of a Burlington Street Road Diet
utilizing flex zones in non-peak hours.
Public Works FY26-28
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Economy
FUTURE VISION
Iowa City is the preferred location for businesses at
all stages of development. Start-up businesses
flourish and take advantage of mentoring and other
resources. The vibrant arts and culture community
attracts both visitors and new residents.
Technologies developed through the University of
Iowa are transferred to the local business sector,
creating business diversity and new value within the
community. Businesses pay living wages and support
skill development for their employees. Support
services - such as child-care and language assistance - are readily available for all, which means every
person who wishes to participate in the local economy can do so. Community members support each
other by spending their money locally.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Reinforce Iowa City as a premier community to locate and grow a business.
• Ensure appropriate infrastructure is in place for future business growth and development.
• Cultivate a strong entrepreneurial and small businesses ecosystem with a focus on creating new
pathways to success for systemically marginalized populations.
• Build Iowa City’s image as the Greatest Small City for the Arts.
• Strengthen the Iowa River’s role as a signature community amenity and tourism generator.
14
ACTION PLAN
Action Champion Target
Date
Enhance access to affordable childcare for all populations through innovative
partnerships with higher education, non-profits, and the business community.
City Manager’s
Office and
Neighborhood &
Development
Services
FY23-25
Utilizing American Rescue Act Funds, execute on agreeable recommendations in
the Inclusive Economic Development Plan with a particular focus on actions that
build long-term support and wealth-building opportunities for systemically
marginalized populations.
City Manager’s
Office and
Economic
Development
FY23-25
Partner with Kirkwood Community College, Iowa City Community School District,
Iowa Labor Center, local trades, and other stakeholders to provide meaningful
career development opportunities, pre-apprenticeship, and apprentice
programs.
Economic
Development and
Neighborhood &
Development
Services
FY23-28
Increase small business technical assistance to aid in the creation, success, and
growth of home-grown businesses.
Economic
Development
FY24-28
Create flexible incentives to support the top goals of Iowa City’s Self-Supporting
Municipal Improvement Districts and other commercial nodes, including
attaining a desired business mix that serves the surrounding neighborhood.
Economic
Development and
City Manager’s
Office
FY25-28
Develop targeted marketing to promote Iowa City as a unique and attractive
place to do business.
City Manager’s
Office
FY26-28
Develop a riverfront master plan in cooperation with the University of Iowa,
Think Iowa City, and other stakeholders.
City Manager’s
Office
FY26-28
15
Safety & Well-being
FUTURE VISION
Our City supports the mental and physical well-being
of our community members. Public safety response,
whether from the City or a non-profit partner, is
nuanced depending on the specific needs of the
situation. Community members receive emergency
response services promptly and welcome
responders as problem-solvers. Inviting spaces for
social interaction, exercise, and regeneration are
equitably located throughout the community and
are lively with activity and use. New and long-time
community members alike, especially marginalized
groups, easily build networks and establish roots
within our community. Community members have
safe, healthy indoor spaces and are well-prepared
for climate-related changes.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
• Implement and expand innovative public safety models and facilities to improve outcomes and
relationships within the community.
• Partner with non-profits to address the most emergent and foundational community safety and
well-being needs.
• Build community by fostering social connections and developing safe, accessible public spaces for
gathering.
16
ACTION PLAN
Action Champion Target
Date
Work collaboratively with Johnson County and other stakeholders to launch a
community violence intervention effort in close cooperation with local law
enforcement.
City Council and Police
Department
FY23-24
Leveraging American Rescue Plan Act funds, build capacity in local non-profits
that will help ensure they are able to meet future community demands.
Neighborhood &
Development Services
FY23-26
Build on the relationship with the University of Iowa College of Nursing to
increase participation in the Healthy Homes program.
Neighborhood &
Development Services
FY23-26
Expand the Mental Health Liaison program with CommUnity Mobile Crisis with a
goal of 24-hour coverage by the end of FY28.
Police Department FY23-28
Actively promote 988 throughout the year and ensure that CommUnity Mobile
Crisis has resources to meet community demands.
City Manager’s Office and
Communications
FY23-28
Continue critical exterior renovations to the Senior Center and continue
progress on Senior Center Facility Master Plan recommendations.
Senior Center FY23-28
Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. Police Department FY24-26
Consider and, where feasible, implement alternatives to routine non-emergent
traffic stops.
Police Department FY24-26
Expand neighborhood-based programs such as mobile community
social/recreation resources (fun patrol), nests or micro-hubs for kids/teens.
Parks & Recreation FY26-28
17
RESOURCES
Facilities, Equipment and Technology
FUTURE VISION
Municipal facilities are modernized and designed for
operational efficiency, capacity for growth,
employee safety and health, resilience, alignment
with Climate Action goals, and civic pride. Funding of
equipment and facility replacement funds and
partnerships with other entities result in joint
facilities, technology, and equipment that improve
access and services. City staff are encouraged to be
entrepreneurial in their approach and actively seek
to innovative and streamline processes while
improving service levels to the community.
STRATEGIES
To advance the Vision the City will pursue the
following strategies:
• Invest in the next generation of public facilities
and equipment to create immediate operational efficiencies, boost workplace safety, health, and
morale, and improve cross-department collaboration.
• Promote high-performance governance leveraging technology, partnerships, and innovation.
18
ACTION PLAN
Action Champion Target
Date
Outline a municipal-wide facilities plan and initiate relevant action steps to keep
projects moving forward.
City Manager’s Office FY23-24
Complete a City Hall and Public Safety Headquarters space needs study and
develop a plan for next steps toward implementation.
City Manager’s Office FY23-24
Implement the asset management system and expand use for facility
maintenance and management.
Public Works FY23-25
Develop and implement an electric vehicle transition plan. Public Works and Climate
Action & Outreach
FY23-25
Pursue grant opportunities, bolster the Facility Reserve Fund, and explore
public/private partnerships to facilitate completion of key facility projects.
City Manager’s
Office and Finance
FY23-28
Design replacement and renovated facilities to ensure alignment with Climate
Action goals and create safer and healthier working environments for public
employees.
City Manager’s Office FY24-28
Improve public transparency through a coordinated and centralized open data
platform.
City Manager’s Office FY26-28
Consider resourcing a Smart City initiative that prioritizes data-driven decision-
making through technology adaptation and data analysis.
City Manager’s Office FY26-28
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People
FUTURE VISION
The City is an employer of choice in the region and
viewed as a rewarding, long-term career choice.
Valuable benefits, flexible schedules, energizing
workspaces, remote and hybrid work arrangements,
and professional development and advancement
opportunities improve productivity, service to the
public, and morale. Employees enter an inclusive,
fun, and engaging environment each workday. City
staff, board and commission members, and
volunteers are demographically representative of
the City population at-large and every employee is
continuously building cultural awareness. Leadership
and elected officials ensure sufficient staff levels to
maintain baseline services, weather vacancies or
emergencies, protect against employee burnout, and
add capacity to act on special assignments and
strategic, long-term initiatives.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Establish the City of Iowa City as an employer of choice in the region with a pay plan, benefits
package, and flexible work options that attract and retain high-quality and motivated public
service employees.
• Carry out a multi-dimensional staff engagement initiative to ensure every City employee feels
welcome, informed, involved, and engaged at work.
• Build a diverse talent pipeline.
20
ACTION PLAN
Action Champion Target
Date
Complete and execute upon the results of an organization-wide classification and
compensation study. As part of study, review all job requirements to ensure applicability
and eliminate unnecessary barriers to employment, including testing, residency
requirements, education, and certification or license requirements.
Human Resources FY23-25
Monitor implementation of new telecommuting and flexible work schedule policies to
ensure public service standards are fully met and desired employee work arrangement
flexibility is pursued where possible.
City Manager FY23-25
Balance investment in new annual initiatives with staffing levels to ensure core municipal
service levels are maintained and reduce instances of burnout.
City Manager’s
Office and City
Council
FY23-28
Elevate new and existing intra-organizational communication strategies to bolster
information sharing and improve productivity and connectiveness across the
organization.
City Manager’s
Office
FY23-25
Create more opportunities to promote inter-departmental relationships, collaboration,
and problem-solving.
City Manager’s
Office
FY23-25
Upskill City staff in implicit bias, cultural awareness, and inclusion. Equity & Human
Rights
FY23-28
Develop recruitment network with local minority institutions. City Manager’s
Office
FY23-28
Take steps to promote more diverse representation on Boards, Commissions, and
Committees.
City Council FY23-28
Ensure every single employee knows the City’s strategic vision and can connect their role
accordingly.
City Manager’s
Office
FY23-28
Strengthen volunteer engagement, management, and appreciation efforts. City Council and City
Manager’s Office
FY23-28
Implement increasingly relevant organization-wide training opportunities such as conflict
resolution and de-escalation training.
City Manager’s
Office
FY24-28
Conduct comprehensive benefits review and implement changes based upon best
practices and modern expectations, exploring benefits such as paid volunteer time,
wellness offerings, and flexible stipends for challenges such as childcare, transportation,
higher education and more.
City Manager’s
Office
FY25-28
Launch targeted apprenticeship program(s) in partnership with local education and
workforce institutions.
City Manager’s
Office
FY26-28
21
Financial
FUTURE VISION
City residents believe property taxes and utility
fees are fair and commensurate to service
levels, and do not experience erratic changes
in rates and fees. The City maintains sufficient
financial resources to proactively maintain and
replace assets, carry out strategic plan
initiatives, and be insulated from unanticipated
financial stressors. Partnerships, grant funding,
and other creative financing mechanisms are
routinely part of program and project financing structure. The City maintains a AAA bond rating,
resulting in lower borrowing costs for residents and businesses.
STRATEGIES
To advance the Vision the City will pursue the following strategies:
• Grow the tax base, consider alternative revenue sources, and leverage outside funding to maintain
core services and pursue community priorities while maintaining equitable property tax rates.
• Exercise fiscal responsibility by maintaining and growing assigned and emergency reserve funds
and prudent debt management.
22
ACTION PLAN
Action Champion Target
Date
Ensure Enterprise Funds are well supported through incremental rate and fee
increases and do not become reliant on large rate spikes, property taxes, or
unplanned debt issuance.
Finance FY23-28
Coordinate with Iowa League of Cities, Metro Coalition, and the City’s contracted
state lobbyist to oppose unfunded state mandates and detrimental tax reforms.
City Manager’s Office FY23-28
Maintain the City’s AAA bond rating. Finance FY23-28
Increase the Emergency Fund balance by an annual target of 5%. Finance FY23-28
Significantly bolster the Facility Reserve Fund and develop an implementation plan
for use of funds that minimizes large debt issuances.
Finance FY23-28
Create a centralized grant management initiative that will focus on securing
additional private, state, and federal funding opportunities, while ensuring proper
oversight and compliance.
City Manager’s Office FY24-28
Develop and maintain cost recovery guidelines for programs and services that
balance fiscal responsibility and equity.
City Manager’s Office FY26-28
Consider financial incentives and land use policies that aim to grow and diversify the
tax base (commercial, industrial, and residential).
City Manager’s Office FY26-28
Consider alternative revenue sources such as a Local Option Sales Tax that can help
achieve strategic plan goals, fund infrastructure and facility needs, and reduce
reliance on property tax.
City Manager’s Office
and City Council
FY26-28
23
ALIGNMENT CROSSWALK
NEIGHBORHOODS & HOUSING Values Regional Plans
Action Steps Partnerships &
Engagement
Climate
Action
Racial Equity,
Social Justice,
& Human
Rights
Better
Together
2030 Vision
Envision
East
Central
Iowa
Explore legal steps to discourage or prevent bad faith and predatory property investors. X X
Act on building regulation recommendations outlined in the Accelerating Iowa City’s Climate
Actions Report, including TIF energy efficiency incentives, energy standards for height and
density bonuses, and a climate action building permit rebate program.
X X X
Revamp the neighborhood PIN grant program and evaluate discretionary funding for
district/neighborhood grassroots projects. X X X X
Advance prioritized recommendations in the 2022 Affordable Housing Action Plan. Work with
partners to undertake significant-scale affordable housing efforts. X X X X
Seek out and approve residential TIF applications for infrastructure when the project provides
community benefit such as permanent affordable housing, expansive public open space, or
advancement toward stated climate action goals. Consider a standard application of
residential TIF for all new annexations to meet permanent affordable housing goals.
X X X X X
Initiate a Comprehensive Plan update and subsequent Zoning Code review to more broadly
incorporate form-based principles, expanded missing middle housing allowances, incorporate
minimum density requirements, and streamline approval processes.
X X X X X
Bolster financial support for homeless services and evaluate shifting towards shelter as
service model. X X X X
Explore pilot housing projects utilizing tiny homes, 3D printed homes, prefabricated or
manufactured homes, net-zero homes, or other innovative options X X X X X
Expand the South District Homeownership Program to other targeted neighborhoods and
consider allowing relocation assistance to expedite completion. X X X X
Provide all residents with public open space within a 15-minute walk or bike ride by
strategically executing agreements with local schools or other partners. X X X X X
24
MOBILITY Values Regional Plans
Action Steps Partnerships &
Engagement
Climate
Action
Racial Equity, Social
Justice, & Human
Rights
Better
Together 2030
Vision
Envision East
Central Iowa
Fully evaluate the feasibility and funding sources needed for a zero-fare
transit system. X X X
Develop a vision statement for a singular regional transit system with metro
Johnson County entities and obtain initial commitments to study a regional
system from each entity’s elected officials.
X X X X X
Install additional permanent charging stations for vehicles, bicycles, and
electronic devices. X X X X X
Identify additional opportunities for road diets, sidewalk infill, curb cut
enhancement, and bike lane installation with a goal of at least two such
projects each construction season.
X X X
Explore opportunities to utilize the CRANDIC right-of-way for passenger rail,
bus rapid transit, or pedestrian usage. X X X X
Evaluate with the State of Iowa reverting Dodge and Governor to 2-way
streets. X X
Consider an on-demand or subsidized voucher system for times and
locations in which no fixed route service is available X X X
Expand snow clearing operations at sidewalk corners in high priority
pedestrian areas, bus stops, and bike lanes. X X
Secure federal funding for a relocated transit building that can accommodate
future growth in service and electrification of the fleet. X X X
Consider adding or retrofitting bike pathways that are separated from
streets or protected utilizing flexible bollards. X X X
Initiate and promote vehicle and bike-share/scooter programs. X X X
Expand the fleet of electric buses or other low-no emission-technology
vehicles each time a diesel bus is due for replacement and seek grants that
can expedite the conversion.
X X
Evaluate with the State of Iowa the possibility of a Burlington Street Road
Diet utilizing flex zones in non-peak hours, X X
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ECONOMY Values Regional Plans
Action Steps Partnerships &
Engagement
Climate
Action
Racial Equity,
Social Justice, &
Human Rights
Better
Together
2030 Vision
Envision East
Central Iowa
Enhance access to affordable childcare for all populations through innovative
partnerships with higher education, non-profits, and the business community. X X X X
Utilizing American Rescue Act Funds, execute on agreeable recommendations in the
Inclusive Economic Development Plan with a particular focus on actions that build
long-term support and wealth building opportunities for systemically marginalized
populations.
X X X X X
Partner with Kirkwood Community College, Iowa City Community School District,
Iowa Labor Center, local trades, and other stakeholders to provide meaningful career
development opportunities, pre-apprenticeship, and apprentice programs.
X X X X X
Increase small business technical assistance to aid in the creation, success, and
growth of home-grown businesses. X X X X
Create flexible incentives to support the top goals of Iowa City’s Self-Supporting
Municipal Improvement Districts and other commercial nodes, including attaining a
desired business mix that serves the surrounding neighborhood.
X X X X
Develop targeted marketing to promote Iowa City as a unique and attractive place to
do business. X X X
Develop a riverfront master plan in cooperation with the University of Iowa, Think
Iowa City, and other stakeholders. X X X X
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SAFETY & WELLBEING Values Regional Plans
Action Steps Partnerships &
Engagement
Climate
Action
Racial Equity, Social
Justice, & Human
Rights
Better Together
2030 Vision
Envision East
Central Iowa
Work collaboratively with Johnson County and other stakeholders to
launch a community violence intervention effort in close cooperation
with local law enforcement.
X X X
Integrate CommUnity Mobile Crisis into the 911 dispatch protocols. X X X
Leveraging American Rescue Plan Act funds, build capacity in local non-
profits that will help ensure they are able to meet future community
needs.
X X X X X
Consider and, where feasible, implement alternatives to routine non-
emergent traffic stops. X X
Build on the relationship with the University of Iowa College of Nursing to
increase participation in the Healthy Homes program. X X X
Expand the Mental Health Liaison program with CommUnity Mobile Crisis
with a goal of 24-hour availability within the five-year period.
X X X
Actively promote 988 throughout the year and ensure that CommUnity
Mobile Crisis has resources to meet community demands. X X X
Continue critical exterior renovations to the Senior Center and continue
progress on Senior Center Facility Master Plan recommendations. X X X
Expand neighborhood-based programs such mobile community
social/recreation resources (fun patrol), nests or micro-hubs for
kids/teens.
X X X X
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TRACKING PROGRESS
Reporting
Progress on Strategic Plan initiatives will be reported upon in the following ways:
• Progress Report delivered in a narrative format annually (August).
• Call-out of directly-related Strategic Plan items will be included on relevant City Council meeting
agenda items and through the budget process.
• A standing Work Session agenda item to include a brief verbal update from the City Manager’s
Office.
• Routine inclusion of various Strategic Plan items in Communications and City Channel 4
productions.
Significant Actions Not Included in the Plan
To the extent possible, the time, energy, and resources of staff and council will be focused on items in
this plan. However, some situations may warrant a significant shift of focus. It is recommended that
actions related to unanticipated events that require the diversion of financial or staff resources be
included in the reporting process even if not outlined in the original plan.
CONSULTANT NOTES
Decision-Making Framework
New ideas and needs will surface that were not considered as part of this planning process. The
Council may want to consider a decision-making framework when such items arise. The framework
would enable City Council to methodically determine the degree to which a proposed action should
divert financial and staff resources from the action steps outlined in this plan.
Community-Wide Metrics/Dashboard
Many of the strategies and actions outlined this plan are intended to have an impact beyond
traditional core city services. The City will lead or participate in multi-sector coalitions to address
systemic problems such as childcare, climate change, housing, and racism. As such, it may be beneficial
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to continue this more comprehensive approach with the development of city-wide metrics or
dashboard to assess progress towards the vision and overall community health.
Update Mid Plan
While the vision and strategies outlined should remain consistent for the duration of the plan, the
consultant team suggests an update of the action steps after the first few years. As is the case with any
five-year plan, actions are skewed towards the most pressing needs. A more intensive facilitated mid-
plan review would give all parties an opportunity to assess plan progress and fully build out the action
steps in later years.
ACKNOWLEDGMENTS
City Council
• Bruce Teague, At-Large, Mayor
• Megan Alter, At-Large, Mayor Pro Tem
• Laura Bergus, At-Large
• Janice Weiner, At-Large
• Pauline Taylor, District A
• Shawn Harmsen, District B
• John Thomas, District C
Consultant Team
ECICOG
• Karen Kurt, Executive Director
• Adam Bentley, Economic Development Specialist
• Harrison Freund, AICP, Planning Fellow
• Jessica Johnson, Community Development Specialist
• Tracey Achenbach, Housing Director