HomeMy WebLinkAbout08/30/2016THE CITY COUNCIL OF THE CITY OF WATERLOO, IOWA,
SPECIAL MEETING TO BE HELD AT
The Boathouse
Tuesday, August 30, 2016
5:00 PM
CITY OF WATERLOO
GOALS
1. Support economic development efforts that attract, retain and create quality jobs resulting in a
diverse economic base and increased population.
2. Continue to support implementation of the Downtown Master Plan.
3. Facilitate and promote the development of housing options to meet the needs of current and
future Waterloo citizens.
4. Develop a customer -centered service delivery approach.
5. Seek additional opportunities to share services and resources with other government entities.
6. Collaborate with statewide elected officials to reduce the burden on local property taxes.
7. Address the changing public workforce needs in Waterloo.
8. Enhance and protect a diverse, family-oriented community where neighborhoods are safe and
well maintained
9. Enhance the quality of place opportunities for the citizens of our community
General Rules for Public Participation
1. At the chair/presider's discretion, you may address an item on the current agenda by
stepping to the podium, and after recognition by the chair/presider, state your name, address
and group affiliation (if appropriate) and speak clearly into the microphone.
2. You may speak one (1) time per item for a maximum of five (5) minutes as long as you have
registered with the City Clerk's office no later than 4:00 p.m. on the day of the Council
Meeting. If not registered with the City Clerk's office you may speak one (1) time per item
for a maximum of three (3) minutes.
3. If there is a hearing scheduled as part of an agenda item, the chair/presider will allow
everyone who wishes to address the council, using the same participation guidelines found
in these "general rules".
4. Although not required by city code of ordinances, oral presentations maybe allowed at the
chair/presider's (usually the Mayor or Mayor Pro Tem) discretion. The "oral presentations"
section of the agenda is your opportunity to address items not on the agenda. You may speak
one (1) time per item for a maximum of five (5) minutes as long as you have registered with
the City Clerk's office no later than 4:00 p.m. on the day of the Council Meeting. If not
registered with the City Clerk's office a speaker may speak to one (1) issue per meeting for a
maximum of three (3) minutes. Official action cannot be taken by the Council at that time,
but maybe placed on a future agenda or referred to the appropriate department.
5. Keep comments germane and refrain from personal, impertinent or slanderous remarks.
6. Questions concerning these rules or any agenda item may be directed to the Clerk's Office
at 291-4323.
7. Citizens are encouraged to register with the Clerk's Office by 4:00 p.m. on Monday of the
day of the City Council meeting to appear before the City Council (may also register by
phone). Registered speakers will be given first priority.
Roll Call.
Agenda, as proposed or amended.
OTHER COUNCIL BUSINESS
1. Strategic Planning
Facilitated by: Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa
ADJOURNMENT
Motion to adjourn.
Suzy Schares, CMC
City Clerk/Human Resource Director
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
Quentin Hart, Mayor
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson
Steve Schmitt distributing same to him personally.
Kel ey Fe chl
Deputy City erk
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
Quentin Hart, Mayor
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
come Amos, Jr.
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson
Jerome Amos, Jr. distributing same to him personally.
elley Felch
Deputy City lerk
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
Quentin Hart, Mayor
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
Ron Welper
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson Ron
Welper distributing same to him personally.
Kelley Felchl
Deputy City erk
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
Quentin Hart, Mayor
14644
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
Tom Powers
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson
Tom Powers distributing same to him personally.
Kelley Felchl
Deputy City erk
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
uentin Hart, Mayor
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
i Ott
Tom Lind
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson
Tom Lind distributing same to him personally.
Kelley Felchle
Deputy City C rk
NOTICE OF SPECIAL MEETING
OF
CITY COUNCIL, CITY OF WATERLOO, IOWA
TO CITY COUNCIL MEMBERS OF THE CITY OF WATERLOO, IOWA:
You are hereby notified that a Special Session of the City Council will be held at 5:00
p.m. on Tuesday, August 30, 2016, in the Waterloo Boat House, 707 Park Road, on strategic
planning, as facilitated by Drew Conrad, Director, Institute for Decision Making, University of
Northern Iowa. No other official business will be conducted at said meeting.
Quentin Hart, Mayor
Due, timely and legal service of the above notice is hereby accepted the 30th day of
August, 2016 by me a dully elected, qualified and acting Councilperson of Waterloo, Iowa.
Pat ck Morriss
I, Kelley Felchle, hereby certify that I have served the above notice of Councilperson
Patrick Morrissey distributing same to him personally.
Kelley Felchl
Deputy City Sf!erk
Suggestions for Improving the City of
Public Utilities (sewer/water/storm/garbage):
• Sewer/water/storm:
o Move forward with the requirements of the EPA Consent decree areas (stay the course/come
into compliance)
o Study the prospects of a transfer station.
o Reorganize the department, move code enforcement back to wastewater building
o Work toward storm sewer supporting all "un -improved" streets and alleys.
o More funding for storm water projects that will reduce flooding and improve storm water
quality.
o Replace/upgrade outdated infrastructure - invest now rather than later to avoid larger problems
down the road
o Making sure that issues with sewer/water/storm/garbage issues are addressed in a timely
manner
o Continue to improve our sewer system to allow for infill development and attraction of large
industries
o Continue to upgrade our water services and work with existing businesses through effective
communication when needing to work on line repairs and extension
o Re -work the storm water ordinance for more flexibility when working with existing sites and
their minor improvements. Older sites are not necessarily designed to have full, new storm
water detention areas, and that should be recognized in the process for redevelopment
o Pass a couple amendments to footing drain disconnect ordinance (home -owner fix DIY; apply
overage to $2,000 to those connecting directly to storm sewer)
• Garbage/Recycling:
o Put the garbage dumpsters on one side of the street.
o REQUIRE recycling
o Look at garbage routes, services to better utilize the closeness of the Black Hawk County landfill
for brush locations, route efficiency, etc.
• Other Utilities:
o All new construction should be required to include fiber optic connections. Even better,
contract with CFU to provide fiber communications to the entire city of Waterloo. City hall uses
CFU; why not use it city-wide?
o start plans and implement a bio -mass processing as revenue generator
o Continue efforts to "connect" the City with fiber optic cabling
o Solar fields/alternative sustainable energy fields
o Latest broadband/fiber upgrade for Waterloo as well as internet becoming a public entity
(community -owned)
• Other:
o Use the fees and taxes assigned to specific departments within those departments. I hear we
are getting too creative in our fund allocations
o Keep rates affordable
o develop protections for our water resources from private/corporate interests at ownership
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Transportation (airport/streets)
• Airport improvements:
o Add additional flights or carriers
o Explore options for Minneapolis flights
o Get more development near the airport.
o Improve the entrance area aesthetics to the airport
o Continued maintenance of airfields and airport structures are important.
• Street Improvements:
o Re-evaluate the streets plan to make sure we are focusing on the worst streets and not just
wards
o Eliminate one-way streets downtown
o University Avenue improvements
o Continue our present overlay program/does cheap sealing prolong our streets?
o Coordinate street renovations and improvements with potential and existing housing
developments
o Map all manholes on City streets that have raised or dropped and repair.
o Work toward upgrading seal coat streets to curb and gutter.
o More funding and priority to replace old bridges and maintain all the other bridges.
o Ensure we are spending our money wisely to replace/upgrade streets/parking instead of just
patching.
o Continued use of the Local Option Tax to maintain and rebuild our streets is critical.
• Public Transportation:
o Need more public transportation available to Industrial Park and other parts of the city for
residents who work 2nd, 3rd, "grave yard" shifts
• Pedestrian Accommodation and Safety:
o Continue to implement the Complete Streets policy
o Snow removal lacking.
• Other:
o More use of part time employees -honest hiring approach similar to CF
o Better use of Local Option Funds, Road Use funds, to match up with economic development
projects, State and Federal funds for road and other projects (as match funds if possible) should
be reviewed.
Public Safety (police/fire/code enforcement/traffic)
• Police Services:
o Expand community policing and working to build trust with more areas of the community
o Younger and newer officers need to learn the community, interact with various community
leaders and social service organizations
o Continue to be visible and nurture relationships with the community. Have more officers
walking the streets
o Implement any programs that would seek to connect citizens with police face-to-face, breaking
down stereotypes, promoting communication and mutual respect
o Make sure we keep all positions filled.
o Additional training for animal control officers
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o Keep moving forward with creative public safety initiatives that are joint efforts with
neighborhood associations, private agencies and nonprofits
o Cameras
o Cross train three cops per year with a goal of having 15 cross trained cops
o Continue efforts to reduce gang violence in the City
o Continue to make strides toward better citizen/department relations. Having events where
citizens can interact with police on a more personal level will help make their presence less
threatening
o Reduction in the incidents of violence and shootings in Waterloo is important if we are to attract
more residents and visitors to our community.
o Continued improvements in public safety public outreach and communication programs are
necessary to build community trust and support for those tasked with our protection.
o Police need to write tickets after one warning.
o Interested in public cameras in known high -crime areas, but concerned about the cost, and
where the $$ would come from
o Begin plans for Community policing with pilots at certain areas using housing that city (or private
donor) owns
• Code enforcement:
o First codes enforcement with commercial developments could improve
o Code Enforcement needs to enforce the codes (after the initial education warning).
o More code Enforcement officers
• Traffic control:
o Allocate more funding to traffic safety - consider traffic safety in all roadway project
improvements.
o Enforce traffic laws
o Would like to see 5th & 6th streets become 2 -way traffic again.
o Should have free parking downtown
o Setup a traffic committee for analysis of improvements through the City
• Fire Services:
o Fire Station 6 or any other rolling closure is not good. All need to do a better job of informing
citizens of the rolls they perform; Stop closing station six
o Study the possibility of reducing the number of fire stations
o Reorganize Fire Rescue to be more efficient and reduce costs.
o Fire prevention and emergency medical/rescue services need to be maintained at a high level.
o Fire should look at what other communities are doing to be more efficient.
o Get the Fire Dept. fully staffed
• Other:
o Utilize technology (cameras, cell phones, etc.)
o Consolidate all police and fire into one county wide or regional organization. The current
system is hugely inefficient.
o Evaluate what each staff is doing on an hourly and daily basis. The number of officers on street
versus in office is often questioned.
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o Evaluate averages of response times and services provided by Waterloo versus other top ten
cities in Iowa.
City -owned properties (buildings/parks/trails/library/golf courses/Center for the Arts/Young
Arena...)
• Property Improvements
o Convention Center needs a new facelift
o Maintain/enhance existing facilities to protect investments and showcase Waterloo's civic,
cultural and recreational assets
o Parking lots are the first and last things people see when visiting properties, many city lots are in
poor condition - The Center for the Arts building - overall, looks good, but the front door to the
building is the poor condition of the parking lot.
o Consider renovation/expansion of convention facilities
o Provide more funding so that all facilities can be properly maintained. We need to spend the
money to make these areas look nice. We can't have crumbling parking lots, broken hand rails,
faded signs, etc. We need to show a positive image and that means things need to be fixed,
cleaned and polished!
o Need to replace our aging outdoor swimming facilities. Maintenance and improvements for our
52 city parks is critical to keeping Waterloo desirable place to live, work, and play.
o Naming rights for some of our public buildings for a fee
o Young Arena should be used for roller-skating when the ice isn't down
o Upgrade Carnegie Annex to City Hall standards (including security)
o The Center for the Arts and Young Arena need to continue to explore revenue streams to bring
in additional funds to city to utilize these great spaces when outside of normal operating
activities.
• Property disposition
o Eliminate the need for so many properties. Consolidate operations and add additional space to
existing building. Sell all vacant lots.
o Too many vacant properties that could be sold.
o Reduce the parks owned by the city, keeping only the parks that are reasonably used
o Sell the unused properties
o Sell whatever we do not have plans for and get them on the tax roll and off the mowing/snow
list
o Look at possibly downsizing our number of Parks.
o Sell one of the golf courses
o There are wooded lots owned by the City that no one would know are public ground that could
be sold for new home development.
• New Facilities
o Plan and build whitewater course/marina; Whitewater Park is a good idea
o Ongoing expansion of our multi-purpose land and water trails system needs to be accompanied
with resources for ongoing maintenance and eventual replacement.
o Continue building bike/walking trails throughout Waterloo to encourage less usage of cars.
• Other
o Give the library performance goals. If the library doesn't achieve within a reasonable amount of
time, close it down and contract with a private company for services. Or, consider a county
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wide library services district. Other counties have done so. This could give us better service for
less money
o Evaluate all city owned properties, right-of-way, parks, buildings, etc. and set forth short term
and long term goals of efficiency, use, and disposal. There are 15 acres park that really only
need 4 acres of usable ground. There are golf courses losing money every year that could be
redesigned, regardless of remaining as public or private, that could bring forth new buildable
lots along golf course views.
Community Development (housing/neighborhood improvements/sidewalks...)
• Housing:
o Streamline processes to make development easier.
o Structured housing plans
o Demolish more of the dilapidated housing in the city - aesthetics, safety concerns, decrease
violence; Expand the 657A program, escalate the process of removing blighted housing;
o In -fill with AFFORDABLE single family homes as well as neighborhood park/garden areas. Involve
the neighborhood associations in this decision-making process.
o Need to build more housing for the developmentally disabled.
o More housing downtown. Housing for working professionals.
o Continue to support housing upstarts
o Coordinate current and future housing developments with street and transportation
renovations and improvements
o More $/incentives are needed to provide boosts to homeowners who are above income
guidelines but below $ ability to keep housing from deteriorating
o Absentee landlord issues need to be addressed to stop their neglect of housing needs
• Neighborhoods:
o Neighborhood associations could be jumpstarted.
o Develop a sidewalk infill program to start working on gaps in the sidewalk system; take a step
forward and pay for an infill sidewalk program to close up gaps in the sidewalk system like Cedar
Falls has done for over 5-10 years now.
o The ongoing sidewalk replacement program is important
o Sidewalks and recreation trails should be as normal as any other utility. Improve safety at "at
grade" crossings for sidewalks and recreation trails
o Push for infill development for overall neighborhood improvements to help reinvestment in
older neighborhoods.
• Other:
o Search for as many grants as possible.
o Give greater priority of smaller available parcels of land to CD for potential redevelopment
o Enforce the rules
o Be more responsive to potential businesses
Economic Development (incentives/business development/zoning...)
• New/Existing Business Development:
o We must attract new businesses. Scores of persons ready to work without sufficient economic
opportunity available
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o Aggressively compete with other communities to bring businesses to Waterloo through
incentives, etc. recognizing that ""business -friendly"" means much more than just a lower levy
rate. Keep moving ahead with downtown attractions, business and housing.
o Continue utilizing the existing programs, seek out new, innovative incentives
o Downtown hip grocery, similar to a Trader Joe's business plan. More effective marketing of the
Public Market?
o Use the TIFs and other "carrots" wisely
o Be more responsive to potential businesses
• Partner/Invest:
o Use the GOG, State, and Federal agency involvement
o Utilize development monies to purchase properties along the US Hwy 63 and 218 corridors to
attract "visitor friendly type businesses", taking advantage of the traffic passing through.
o Public education on the benefits of TIF and other incentive programs will help dispel some of the
negative perception that tax dollars are being lost or wasted on these programs.
o Continued investment in recreational and cultural amenities is important to help attract
businesses and talent to our city.
o Work more collaboratively with our other Economic Development partners
o Give incentives to encourage businesses to move to the EAST side... not only to Tower Park
areas.
o The City needs to continue to utilize TIF funds for their long term use of economic development,
acquisition, infrastructure improvements, etc.
o Use TIF $ to have Walnut, Church Row, Triangle, Prospect Hills, Kingbard surveyed/evaluated for
Hx designation
• City image and ease of doing business:
o Business Friendly access and signage. Waterloo has no signage directing the travelling public to
any amenities (gasoline, food and hotels), other than the downtown signage project
o Change the name, reorganize the department, become business friendly, trade out employees
with others with a fresh business minded perspective
o Aggressively compete with other communities to bring businesses to Waterloo through
incentives, etc. recognizing that "business -friendly" means much more than just a lower levy
rate
o Allow more departments to review proposed economic development agreements to determine
and be able to plan for City requirements.
o Ensure our utilities are capable of handling the load brought on when new manufacturing
businesses come to town.
o The Waterloo Community Schools District is held in low repute. Fixing the schools will go a long
way towards improving property values and new residential construction.
o More mixed use neighborhoods
o Make historic preservation a separate budget item as well as CIP
o Promote inner city neighborhood preservation
o Concentrate on north of river neighborhood development
o Pass a "Fair Chance Act" ordinance
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City Operations/Administration
• Staffing:
o Decrease department heads and increase mid-level management and entry level departments.
o Have performance evaluations and salary wage scales.
o More diversity among city administration (women, blacks, others...)
o We could be seeing a big turnover in personnel in coming years.
o CFO has too much authority and power
o Department heads are stressed
o As the current regime retires hire replacements capable of adapting to a rapidly changing
environment.
o While some things may be controlled by Union contracts and allowances, there are many
pictures, instances, and reports, of lackadaisical efforts by city employees toward hard work.
While some of these are probably exaggerated, department heads need to ensure their staff are
working, what they are doing, and offer their services for overall city needs.
• User Experience:
o Become less redundant
o Based upon past experience, I would utilize Purple Wave auction services to sell retired city
equipment.
o Improved website (in process) and increased focus on marketing and PR for the City and City
projects/programs - Waterloo is a great place with great things happening - just need to get the
real story out there and change perceptions;
o Adopt current/emerging technologies where appropriate; the IT services are hopelessly
antiquated. Farm out most IT needs to a cloud -based service such as Google Apps or Microsoft
365.
o Be more user friendly and more timely
o Promote Youth programs
• Efficiencies:
o Move code enforcement back to wastewater, move animal control to black hawk county
o Move City Council meetings to earlier in the day and reorganize or eliminate oral comments, so
peoples' time isn't wasted.
o Tear down the silos that departments have built and do more sharing of resources.
o Continue the communication so that departments can utilize the expertise that may exist in
another department.
o Operation and administration of Waterloo have inherent challenges due to the large physical
size of our city with a relatively small population. The expenses of maintaining streets, parks,
sidewalks, and utility infrastructure are higher on a per -capita basis due to our population to
acreage ratio. An overall look at the city administrative and organizational structure could
potentially help mitigate this disadvantage.
o Cross -train and try to work more cost-effectively by using the technology we have
o Too many departments.
o Possible out -sourcing of some activities, such as mowing; also possibly of some of the finance
responsibilities.
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o Allow departments to hire full-time temporary help for the months in which they are waiting for
regular hires to go through the process. We would still save the cost of benefits (which is
significant), while at the same time, not lacking in service to our citizens.
o The City needs to better utilize its staff and resources for in-house improvements to the City.
o Set standards for Council conduct at open and closed council meetings
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Major Priorities the City of Waterloo Should Focus on Over the Next 1-3 Years
and Actions that Might Address Those Priorities?
Priority/Actions:
• Improvements to City Operations:
o Change City Structure - create performance evaluations, wage schedules, downsize # of
departments. Define Council and Mayor roles.
o Strategic Planning: Internal and External
o Study the organization of the city administration structure. Reorganize where needed.
o Look at methods to become more efficient.
o Consolidate departments
o Consolidation of Library Services. Action: Either privatize the Waterloo PL or move to create a
county -wide library district. Or, contract for services with Cedar Falls. For the past couple of
decades the library has languished under indifferent and apathetic boards. Currently, only 8% of
the budget is spent on materials --not enough to support state certification. This is a shameful
waste of resources.
o Staff efficiency and use of personnel. There are a lot of overtime costs for some departments
while other departments struggle to stay busy at some periods. We need better cross training,
where applicable, to accomplish city objectives and needs instead of the old system of just
paying employees overtime with no other ideas explored. Many other cities are adopting new
positions that have cross trained employees to help avoid the employees just sitting and waiting
for something to respond to, so that they can be accomplishing other city goals, enforcement,
etc. while being on call or in the ready.
o Start initiatives: Transfer Station; Bio -mass production/Cooking oils; Hx Pres Importance by
putting in Budget and CIP
o Focus on cutting the levy rate; Lower tax rate $.55 each year for the next 5 years; lower our
property taxes, through collaboration, technology and other cost -savings; Taxes /Look for
opportunities to lower the tax base without impacting services to our citizens that may be
important to their well being
o I would like to see discussion centered on an improved and forward thinking tax base. I do not
mind paying taxes, if I knew that my taxes were going to certain programs for the overall benefit
of the City, and the services that the City provides. This includes equipment and infrastructure
improvements.
o Use of funds. The City needs to be more aware of various funding sources to utilize funds we
have to match other funds available. We can use LOST funds to match State and Federal funds.
We can use road use funds to match LOST funds for bridge projects, we can better plan and
apply for Gaming grants with other city funds as match. We need to analyze overall city costs of
utilities, and everything, coupled with tax funds, to show our cost of living versus other cities,
instead of just constant criticism for how high taxes are.
o Form Labor/management partnerships (look at Dub. and CR as examples)
o Build and educate our next generation of leaders within the City departments.
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• Economic Development:
o Continued growth of jobs and business recruitment; New Businesses; Growth/attracting
companies from outside of the community; Attracting businesses, jobs; More jobs and
development
o Increase tax payers and new businesses into the area.
o Continued economic development efforts by more outreach
o Offer great incentives
o Continue to be aggressive and proactive towards economic development, through acquisition of
land, expenditures towards infrastructure improvements, and marketing and staff use to bring
new projects here.
o Increasing tax base through use of new economic development person to secure small and
larger business interests into Waterloo
o Pursue policies, initiatives and projects that seek to provide our citizens with jobs and programs
that give our citizens (especially young people) with opportunities for education and positive
community engagement rather than disenfranchisement
o Youth -Help them to become productive. Learn a skill/trade.
• Community Development:
o Neighborhood Redevelopment in blighted areas
o Major movement from BLIGHT TO BRIGHT....creating significant and selective strategies that
emphasizes not only the problem of blighted residential structures but solutions that will
transform our neighborhoods and city overall...a block/area/neighborhood at a time.
o Continue removal of abandoned houses
o Selling of city owned lots for reuse
o Neighborhood involvement in a host of areas
o Improve appearance of Waterloo on US 63, 20 and 218 corridors. Give travelers more reasons
to stop in Waterloo.
o Develop and maintain an attractive, well kept community with excellent and innovative
recreational and cultural amenities and activities. Actions to include replacing our outdoor
aquatic venues with new and exciting facilities, building a new whitewater park and offering
other new and exciting recreational and cultural opportunities at the Cedar Valley SportsPlex,
Center for the Arts, Grout Museum District. Improve and maintain our excellent golf courses,
parks, tennis complex, baseball/softball complex, ice arena, baseball stadium, and trail system.
o Create and maintain attractive major transportation corridors through our city.
o Revitalizing University Avenue area/businesses. Actions would include re -surfacing of the 6 -lane
road, beautification of the city owned grassy areas/medians and incentives for businesses to
expand or locate to that area
o Continue to improve downtown; continued downtown revitalization; create a welcoming
atmosphere in downtown Waterloo, which would include FREE parking.
o Make the white water course happen. Decide if the city truly desires a white water park and put
together an implementation plan along with financing to support the project
o Continue to increase Housing options
o Continue to improve and focus efforts on the eastside of Waterloo. Expand and market Logan
plaza
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o Create a walkable downtown
o Tax base -Continue to encourage people to build in Waterloo.
o Expanded recreational opportunities for an enhanced tourism presence. Also, the renovation
for a multi-purpose conference and convention center. Can the 5 -Sullivan Bros. Convention
Center fill this need? Not sure, but this convention center looks to be a very dated facility.
o Improve our educational system
o AFFORDABLE home construction/rehabilitation. With outside funding (HUD/State/etc.) build
single family homes that are affordable to citizens who are earning in the $30,000 range. A
majority of this housing should be focused on the east and inner -west sides... not emerging
areas on the west side, where "normal" folks can't even think about affording the cost.
• Utilities:
o Put together an increasing rate structure to fund projects needed to comply with the consent
decree
o Fiber Optics throughout the City
• Marketing & PR:
o Our community is incredibly underrated! We need to focus attention and resources on getting
the message out about the real Waterloo and all of the good things that we have to offer.
o Image -Accentuate the positive. Image globally
o Change the perception of Waterloo - start marketing the positive things happening in Waterloo.
o Image: Marketing and Public Relations Department; External communication; Marketing
Campaign; New Website
o Enhance economic development with a public perception campaign. Build ourselves up!
Celebrate and capitalize on the unique diversity of Waterloo. We have residents from across
the globe. Our city can be more effectively marketed as a great place to live, work, and visit. A
re -branding of Waterloo is needed through cooperation with local government, the cv alliance,
and are businesses and institutions. The goal would be to erase negative public perceptions that
have persisted about our city.
o Image/initiatives that will help change the perception of Waterloo
o Promote Waterloo positively by our actions and words - not niceties but recognizing the
"affordability" and "thrivability" of our city; when initiatives arise, look at the positives rather
than finding negatives ("why are we 1st?", "seems like we might create the old slippery slope")
• Infrastructure:
o An expedited and phased streetside and airport landside pavement rehabilitation and/or
reconstruction program
o Improved maintenance of infrastructure and City owned buildings and property by providing
more funding
o Streets and Infrastructure
• Partnerships for Growth:
o Form coalitions of City, State, Federal, Business, Labor, Community and GOG
o Continuation of BUILDING BRIDGES of cooperation and collaboration of our community through
public-private partnerships, Neighborhood Associations and non -profits and faith community
• Public Safety:
o Consolidation of Public Safety. Move to create a county wide district for fire and police. The
current system is very expensive and limits communications between various agencies.
3
o Reduce crime
o How to remove crime from the streets of Waterloo.
o Lower crime. Crime isn't a police problem, it's a community problem. Greater collaborative
efforts.
o Improve our public safety through cross -training of employees and utilizing neighborhood
associations, religious community, etc.
o Crime: Community Policing; Diversity Training; Community Involvement
o Public Safety: We need safe streets and neighborhoods and we are in the midst of a nationwide
crisis in community/police relations. Need to do everything possible to address these issues.
o Work to eliminate gang violence in the City
o Better public safety efficiency by reorganization
o Ensure and improve public safety. We must continue to devote needed resources to adequately
protect our residents, businesses, and visitors. We must find a way to drastically reduce
shootings in our city.
o Improve public safety. Proper funded is crucial
4
Challenges Worksheet Adm
Institute for Decision tanking University of Northern tows
Question: In your opinion, what are the City's greatest challenges currently
and over the next five years?
•
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City of Waterloo's Most Significant Accomplishments Over the Past 2 to 3 Years
• Community Projects:
o The Cedar Valley Sportsplex
o Logan Plaza demolition
o RiverLoop Amphitheatre/Mark's Park
o highway 63 corridor improvements and other street repairs (e.g. Kimball Ave. from Ridgeway to
San Marnan)
o Public Works Building
o more awareness of river, the bladder dam, flood recovery
o John Deere Museum
• Business Growth and Development:
o Single Speed
o VGM
o KWWL
o Courier
o Community National Bank
o new hotel on the TechWorks campus
o Techworks Tech II building
o Logan Plaza redevelopment agreement
o Crossing Point
o Con Agra
• Housing Development:
o Housing/Neighborhood Redevelopment
o removal/demolition of abandoned homes
o Development at Grand Crossings, South Waterloo, Geraldine Road, etc.
o CLURA implementation (and re -affirmation)
• Downtown Renovation and Revitalization
• Infrastructure:
o Master Planning for wastewater treatment and sewer system improvements as required by the
consent decree — as well as the overall settlement/agreement with the EPA
o University Avenue Transfer of Jurisdiction agreement reached
o Bike trails
• Marketing improvements for the Waterloo Regional Airport
• City operations and policy improvements:
o Animal control services enforcement
o Traffic safety efforts
o Information delivery with ipad and background information
o Re-organization/consolidation of departments
o Financial reserves improved
o Maintained AA2 bond rating
o Lower taxes/levy rate
o Novus and Microfiche projects
o Domestic violence initiative
o Payday lender ordinance
1
o Lower crime stats
o Fire response times
o Passing Grout Levy
o Passing reasonable budgets
Factors that led to these accomplishments
• Council realizes the importance of our downtown
• Renewed business and building climate that City of Waterloo officials have implemented.
• Effective use of the marketing dollars that the airport receives from IDOT's Office of aviation.
• Hard Work, Support of Mayor and Council,
• Goal Oriented Planning; Vision, drive, and commitment.
• Wanting to provide quality service to the citizens through education, enforcement and leadership
• Successful grant applications.
• Public -Private Partnerships
• Funding, commitment, and a plan.
• Support from the Mayor and Council and hard work by several departments and the consultants
that were hired to help.
• cooperation between all parties
• Ability of City government, Waterloo Development Corporation, Cedar Valley Techworks, and the
private sector working together to plan, fund, and execute these projects.
• Developing an overall master plan for the downtown development and improvements.
• Going after the opportunities to grow the community.
• Having progressive thinking prevail in decision-making; desire to grow Waterloo
• dedication of City Employees and outside stakeholders
• Leadership and incentives
• Mayor and Council agreement to spur economic opportunity here in the city
• Cooperation and support from the both the Mayor and City Council of the city of Waterloo.
• The City Council and Mayor have been supportive of staff's efforts at more proactive development
and acquisition of land to help bring new businesses to community, as well as helping existing
businesses expand / relocate and grow in community as well.
2
Median Household Income, 2016
u.s.
Waterloo -
Cedar Falls
Metro Area
Waterloo
3
Household Income by Race and Ethnicity
White
Black
Asian
Other Race
Two or More Races
Hispanic
Non Hispanic
el of Educational Attainment, 2014
40%
35%
30%
25%
20%
15%
10%
5%
o%
14% 14%
9% 9%
35%34%
33%
28%
20%
20% 22% 21%
Less than High H'gh School
School or GED)
Some College,
no degree
11%
11% 11%
IN Waterloo
■ Waterloo -Cedar Falls Metro Area
IN Iowa
• United States
8%
Associate's
degree
18%18% 18%
15°T r
Bachelor s
degree
11%
8% g%
6%
Labor/Workforce Characteristics
Waterloo Average Annual Labor Force and Unemployment Rate
37,000
36,000 4.2%
35,000
m
34,000
33,000
32,000
31,000
30,000
4.8%
7.3%
7.396 6.9 % 6.5% 5.0% 5.7%
00
00
5.3%
6.0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Employed Labor Force tlw Unemployed Labor Force
4�;1fa�
rimary Jobs in Waterloo & Waterloo -Cedar Falls Metro Area
100,000
80,000
60,000
40,000
20,000
80,866 82,230 80,982 85,633 87,102
78,944 80,994 81,164 82,825 85,037
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
■ Waterloo Only • Additional Waterloo -Cedar Falls Metro Area
Graduate or
professional
degree
% Male
BA or higher:
19.6%
Median
$ 54,149
$30,879
$72,273
$42,869
$39,784
$49,216
$53,103
% Female
BA or higher:
20.7
DATA SOURCES FOR POPULATION
CHARACTERISTICS:
• U.S. Census Bureau, 2014 ACS
• U.S. Census Bureau, Decennial
• EASI Demographics, 2016 and
2021 Projections
• July Unemployment Rate at 7%
• July Unemployment Rate Comparisons:
• State of Iowa: 4%
• Waterloo Metro: 5.6%
• Black Hawk County: 6%
• US.: 4.9%
• 57% of Metro Area jobs in Waterloo (2014)
• Increase of 11.5% in Waterloo jobs over the past
decade (over 5,000 jobs)
• Increase of 10.3% in the Metro Area
2014 Laborshed by Zip Code & Inflow/Outflow
Number of
Workers
- 250 or less
251 - 500
® 501 - 1.000
® 1,001 - 2.500
2,501 - 5,000
- Over 5,000
32,083
Primary Jobs by Worker Age, Waterloo
so,a
40,000
30,000
20,000
10,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
MI Age 29 or younger M Age 30 to 54 ■ Age 55 or older
ve Primary Job Industries, Waterloo
6%
Lai
12%
24%
5%
13%
24%
J
17,263
12,898
30,161 Live in
Waterloo
• Job Trends since 2005:
7%
49,346 Work
in Waterloo
• Aging workforce — jobs filled by workers age
55 or older has risen from 15% in 2005 to 21%
of the workforce
• Manufacturing, up 40% (4,410 jobs)
• Retail Trade down 2% (100 jobs)
• Significant increase (61%, 507 jobs) in
Transportation and Warehousing
• Largest loss in number of jobs was in finance
and insurance (390 jobs)
6%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
■ Manufacturing
■ Health Care & Social Assistance ■ Retail Trade
0 Accommodation & Food Services ■ Educational Services
4
L
Cost of Living
1111.11111
Location
Median
Value
Selected Monthly Owner
Costs
With
mortgage
Waterloo $101,900 $966
Waterloo -CF
Metro Area
$129,300
Without
mortgage
$386
Median
Gross
Rent
$669
$1,100
$405
$682
Iowa $126,300 $1,181
U.S.
$175,700 $1,522
$431
$457
$689
$920
Owner
Occupied
Housing:
64%
Renter
Occupied
Housing:
36%
6
erty Tax Rate Comparison — City Rates and Consolidated Rates (FY2017)
Council Bluffs
Waterloo
Davenport
Iowa City
Sioux City
Cedar Falls
Dubuque
Ames
16.78000
16.58305
11.21967
44.84057
40.78414
39.37128
38.74878
40.30487
31.76832
34.01012
31.65760
11.16739
10.37327
• City Rate
■ Other
DATA SOURCES FOR COST OF
LIVING:
• U.S. Census Bureau, 2014 ACS
• Iowa Department of Management
Contact:
Drew Conrad, CEcD, CCR
andrew.conrad@uni.edu
Karla Organist
karla.organist@uni.edu
m
Institute for Decision Making University of Northern Iowa
Data Profile
City of Waterloo
Population Characteristics
City Population Trends
69.000
68,500
68,000
67,500
67,000
66,500
67,863
67,414 67,434 67,352
68,406 68,399 68,369 68,495 68,459 68,460
68,291
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
• Population up 1.55% since 2005
• Down .42% since 2000
• Black Hawk County up 5.07%
since 2005
• Population projected to grow to
72,561 by 2021
115
110
105
100
95
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Over 80
65 to 79
55 to 64
40 to 54
25 to 39
18 to 24
5 to 17
Under 5
-Waterloo
Black Hawk County
Gender Balance by Age Group
1.6%
3.1%
4.7%
5.5%
6.1%
6.7%
- Iowa
• Male
I! Female
Percent of Total Population
U.S.
51.2%
48.8°
Waterloo
• Waterloo population stable, but
low growth
• Nation, State and County are
increasing at a faster rate
• Can impact government funding
Comparison, 2014
49.6% 50.4%
50.8%
49 2%
Iowa U.S.
■%Male In%Female