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HomeMy WebLinkAbout2014-2015 Strategic Plan 1 City 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 Bothchway 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 Facilitated by: Jeff Schott Institute of Public Affairs University of Iowa 2 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 Final Comments ................................................................................................ Page 14 3 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 Hargardine, 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. 4 Major 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.icgov.org/strategicplan. Strategic Planning 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 o Initiated the Williams Street streetscape project o Launched a façade 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 420th 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 5 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 Façade 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 café 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 6 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 7 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 Diversity • 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 8 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 o Sycamore Street improvements, south of Highway 6 o Sycamore St/Highway 6 intersection improvements o Reconstruction of Lower Muscatine Road, with sewer and water main replacements o Highway 6 asphalt overlay project o First Avenue storm sewer improvements o Planning, land acquisition, utility relocation for the First Ave Railroad Grade Separation Project (construction in 2015) • Expansion of South Wastewater Treatment Plant Public Safety • 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 9 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 10 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 11 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 Diversity • 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 12 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 Safety • 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 13 2014-15 Strategic Planning Council Priorities After review and discussion, the City Council identified the following as their strategic planning focus for 2014-15: 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 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 14 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