HomeMy WebLinkAbout02/07/2011Council Work Session
February 7, 2011
4:30 p.m.
Council Chambers
Roll Ca11.
Approval of Agenda, as proposed or amended.
1. Low -Profile Curb Proposal for Klingaman Park Fourth Addition —Submitted
by Eric Thorson, City Engineer.
ADJOURNMENT
Suzy Schares
City Clerk
Afayor
BUCK
CLARK
COUNCIL
MEMBERS
DAVID
ONES
ward
CAROLYN
COLE
Ward 2
HAROLD
GETTY
Ward 3
QUENTIN M.
HART
Ward 4
RON
ELPE1
Ward 5
GREENWOOD
At -Large
STEVE
SCI {MITT
WATERLOO ENGINEER NG DEPARTMENT
treet . Waterloo, IA 50703 • (319) 291-4312 Fax (319) 291-4262
RSON, P.E. • City Engineer email: city.enginecrQ2)waterloo4a:org
January 31,2011
Honorable Mayor Clark and City Council
City Hall
RE: WORK SESSION ON LOW -PROFILE CURB PROPOSAL
KLINGAMAN PARK FOURTH ADDITION
Dear Mayor and Council:
The Engineering Department has received a request from Wayne Claassen Engineering &
Surveying, Inc. on behalf of Young Development for the use of low -profile -curb on
Yellowstone Drive in Klingaman Park Fourth Addition. The City Engineering Department
received the same request in 2003 for Klingaman Park Third Addition. At that time, we
developed some thoughts on this proposal and also decided to poll other communities in Iowa to
see if our thoughts were consistent with theirs.
The following was the result of our review in 2003:
Seventeen of the largest cities in the state were contacted about this proposal. Fifteen cities
don't allow drive over curbs, one city does, and one city has it in their specifications but almost
no developers specify it because of complaints about the '`bump" that has to be driven over.
Several cities have tried it, but no longer allow it because property owners complain about
having to drive over it and then the property owners end up cutting the curb anyway to put in a
standard curb cut for their driveway. Many others reasons for not allowing drive over curb
were cited by the cities. These include:
1. Loss of access control
2. People parking along the street drive onto the lawns causing ruts and other damage
3. Loss of stormwater capacity along the gutter
4. Loss of stormwater capacity at inlets
5. Snow plowing problems
6. Street sweeping problems
The loss of stormwater capacity along the gutter and at inlets will cause more inlets and storm
sewer to be required, which will increase costs to developers. The snow plowing and street
sweeping issues were also cited by Steve Decker, Waterloo Street Superintendent (see attached
memo).
EBSITE; www.cityofwaterlooiowa.com
WE'RE WORKING FOR YOU!
An Equal Opportunay/Atfmiative Action Employer
The Engineering Department Staff also determined that there are other issues besides those
cited by the cities that were surveyed. Some of these include:
1. No curb would be left after an overlay, which would cause water to run behind the back
of the curb.
2. Inlet frames cannot be adjusted to match a 3 '/a" curb height.
3. Would encourage parking in front yards and on other non -paved area due to drive over
curb.
4. Parking along curb would require vehicles to be further from back of curb providing
less width for traffic. Street widths may need to be wider to provide for traffic lanes,
increasing costs.
5. Would cause water in gutter to encroach further into traveled portion of roadway, in
effect narrowing the street. Street widths may need to be wider to provide for traffic
lanes, increasing costs.
6. Where warped cross sections may be needed, the gutter capacity would be filled sooner,
requiring larger or more intakes, increasing costs,
7. The Statewide Urban Design and Specifications (SUDAS), used by most cities in Iowa,
also does not include a drive over curb specification.
Therefore, based on all of the information discovered during a review of this proposal, the
Engineering Department would not recommend or approve a change to City specifications to
allow drive over low -profile curb.
However, on the positive side, the City did develop a specification to allow sawing of the curb
for a curb cut to help reduce costs to homebuilders and others seeking a curb cut. The City
would also consider developing a specification to allow grinding of the curb for a curb cut, if
there was some interest in this. Currently, the department is not aware of any contractors in the
area with that capability.
Based on our review of the costs to saw off the curb or to remove and replace the curb
section,we have been told by various contractors that current costs for a 32 foot curb cut (triple
wide driveway, which is widest single-family curb cut allowed) are in the following ranges:
saw off curb - $450.00 Remove and Replace Curb & Gutter - $512.00 - $1,100.00. The
perceived cost savings with the construction of low profile curb is such a minimal part of the
total cost of a home construction project, I believe the City and public would be much better
served by the standard curb and gutter section.
Eric Thorson, P.E.
City Engineer
Cc: Mayor Clark
Steve Decker, Superintendent of Streets
Council Work Session
February 7, 2011
4:10 p.m.
Council Chambers
Roll Call.
Approval of Agenda, as proposed or amended.
1. Presentation of Vision 2020 Plan by Cedar Falls Mayor Jon Crews & Cary
Darrah..
ADJOURNMENT
Suzy Schares
City Clerk
Cedar Falls 2020 — Progressing
Together for a Better Future
Memo
To: Mayor Buck Clark and Waterloo City Council
From: Mayor Jon Crews, Jim Krieg, and Deon Senchina
Cedar Falls 2020 Strategic Planning Coordinating Team
Date: January 26, 2011
Re: Your Organization's Potential Role in Implementing the Cedar Falls 2020 Plan
Thank you for agreeing to allow Mayor Jon Crews and Cary Danah of the Strategic Planning Team to present
information about the Drafi Cedar Falls 2020 Plan. Also thank you for considering the Planning Team's request
that your organization adopt certain objectives and endorse the whole plan (in general) as a way to show support
for this community -wide effort.
What is included in this email
• One copy of the Drafi Cedar Falls 2020 Plan, which includes highlighted objectives that are specific to
your organization (if there are other organizations listed along with yours in sharing lead responsibility, the
one listed first is asked to be the convener for the partners).
• Partnership Agreement — Adoption/Endorsement Certificate
• Organization Feedback form
What you will need to do to prepare
• Please make enough copies of Drafi Cedar Falls 2020 Plan document so that all decision makers attending
the presentation may have one (if you wish to have copies provided instead, please call Audrey Stefan in
the Mayor's office, 268-5119, and request that copies be supplied).
• Please distribute copies of the document to those expected to attend the presentation (at your discretion,
either send the copies before the meeting or distribute them at the meeting).
• The presentation should take approximately twenty minutes; please make sure that both you and the
presenter have clearly communicated time expectations.
What you will need to do after the presentation
• Help your organization make the necessary decisions about adopting the specific objectives and endorsing
the plan.
• Your presenters will ask you to use the partnership agreement certificate to report the adoption -
endorsement decisions and the organizational response form to report any changes or suggestions your
organization wants to make.
• Please complete the adoption -endorsement certificate and organizational response form and return them to
Audrey Stephan in the Mayor's office, 220 Clay Street, by March 18, 2011.
Cedar Falls 2020 — Progressing Together for a Brighter Future
Organizational Response Form
Organization City of Waterloo
1. Are there any objectives for which your organization has lead responsibility that you cannot
adopt as stated? (We are looking for "must" changes. Suggested or relatively minor
changes should be indicated under question 2.)
Please circle either
Yes No
1.a. If you circled "Yes", please indicate below which objectives you wish to change by
listing the aim number and the objective number under that aim. Then attach
additional sheets with the necessary changes and proceed to question 2.
2. What relatively minor changes or suggestions do you have for any objectives for which you
are a lead organization? (If needed, please attach other sheets.)
3. What other input do you have that the Strategic Planning Team should consider as it
finalizes the plan for publication?
Partnership Agreement
Cedar Falls 2020 —
Progressing Together for a Brighter Future
Our organization is pleased to endorse the Cedar Falls 2020 Plan with the
hope that Cedar Falls will indeed increase its long-term vitality through the
collective and collaborative efforts of many individuals and groups.
We pledge our support, cooperation and collaboration toward this end.
We have adopted the specific objectives in the Cedar Falls 2020 Plan for which
we are identified as the lead entity.
City of Waterloo
Organization
Signature Date
On behalf of the Strategic Planning Team, we sincerely appreciate your organization's leadership in
achieving specific objectives included in the Cedar Falls 2020 Plan.
Jim Kreig and Deon Senchina
Cedar Falls 2020 Strategic Planning Team Chairs
CEDAR FALLS 2020: PROGRESSING
TOGETHER FOR A BRIGHTER
FUTURE
Community -Wide Vision and Strategic Plan
2011 — DRAFT
The Cedar Falls 2020 Strategic Planning Team
Jim Krieg, Co -Chair
Deon Senchina, Co -Chair
Mayor Jon Crews
Joel Andersen
Wade Arnold
Kim Burger
Senator Jeff Danielson
Cary Darrah
Dave Deaver
Sue Dehl
Sara Gabriele
Ron Gaines
Kris Hansen
Jen Hartman
Mary Huber
Chris Hyers
Bob Justis
Rose Lorenz
Frank Magsamen
Sandy Jo Messingham
Enrique Ochoa
John Padget
David Rodger
Tom Schellhardt
Zach Shimp
MaraBeth Soneson
Nick Taiber
Facilitated by the Institute for Decision Making at the University of Northern Iowa
1
The Cedar Falls
Building from a solid foundation with a collective desire to embrace the opportunities and
challenges before us, as a community we look ahead to 2020, envisioning the following Cedar
Falls of the future:
Cedar Falls remains a dynamic, prosperous community situated among the fields and rivers of
the Cedar Valley Iowa region in the USA. In the year 2020, Cedar Falls artfully combines small
town character and heritage with global awareness and progressive adaptability. Citizens of
Cedar Falls are fully engaged worldwide. This means leadership in business, education and
personal growth, but also a shared sense of purpose toward sustainability and diversity.
Cedar Falls understands that the Cedar Valley and Midwestern regions, when united, are
stronger than each community on its own. In 2020 Cedar Falls maintains partnerships with our
neighboring communities that are mutually beneficial and mutually valued. Building upon past,
collaborative successes, Cedar Falls now has well -developed partnerships in education,
transportation, business and government. These partnerships are a result of a concentrated
community effort to execute specific, well thought out plans— plans that were designed to
create a conducive environment for vibrant businesses, lifelong education and personal growth
and wellness.
To Increase the area's economic base...
As a community, we need good jobs to provide for an increasing standard of living and time to
enjoy the amenities offered by our community. One of the accomplishments making jobs
readily available in 2020 is continued development and growth in entrepreneurship and focus
on Iowa's target business clusters (advanced manufacturing, life sciences and information
solutions). Local development entities maintain synergy with state and regional agencies to
attract new business, keep a well -trained workforce, and retain quality jobs. In 2020, Cedar
Falls has continued success with developing technology / industrial park locations, including
one in northern Cedar Falls. Here, companies take advantage of the park's unique
transportation position with rail and Avenue of the Saints access and the Cedar Valley Regional
Airport.
To advance the safety, health, environment and well-being of our citizens...
A shared respect for protecting and preserving our natural environment exists among citizens
of Cedar Falls in 2020. Public and private entities consider sustainability a priority and work to
2
collaboratively address issues in this area. Sound comprehensive planning and zoning has
increased community connectedness, livability, and economic vitality. In 2020, Cedar Falls
residents value health and wellness and are supported in their quest to maintain personal
vitality at every stage in life. This includes access to state-of-the-art healthcare services.
Modified and newly -created streets were constructed to include considerations for users
beyond automobiles; pedestrian and bicycle accommodations are abundant, offering safe,
healthier routes to school and work. Building on existing recreational assets, opportunities such
as enhanced parks, trails, disc golf, and a whitewater rapids kayaking course continue to make
Cedar Falls a destination for active tourists.
Community services in 2020 are responsive to the needs of the ever -changing people who live
here. Citizens feel connected to their government. Local government has built relationships,
increased cooperation and promoted diversity throughout the Cedar Valley to further develop a
regional perspective and higher quality of life for our citizens. Cedar Falls Utilities and the City
of Cedar Falls continue to offer superior service -- staying on the cutting edge of sustainability
and technological advancements, such as expanded recycling options.
To further develop Cedar Falls as a Center of Excellence for history, the arts, entertainment
and recreation...
Neighborhoods, schools and parks in 2020 are maintained and valued by all citizens. Beautiful
older homes in well -established neighborhoods exist, as well as more modern housing
developments with schools, trails and green spaces nearby. In 2020, Cedar Falls boasts unique
districts alive with culture and commerce. A nationally recognized district, downtown Cedar
Falls maintains the character and charm of years gone by while incorporating amenities that
meet needs of those at work and at play. Anchored by major retailers and a variety of
restaurant and entertainment venues, the University Avenue Corridor is a major destination for
citizens of Cedar Falls and neighboring communities. Following the successful model of
downtown Cedar Falls, the College Hill neighborhood is now a thriving mixed use district. Here,
students, visitors, staff, and neighborhood residents, collectively enjoy an attractive mix of
shops, restaurants and entertainment venues along with residential dwellings and office space.
Green Hill Village, Thunder Ridge, Center Street Corridor, Pinnacle Prairie and Viking Road
developments artfully combine assessable retail and service destinations among vibrant
neighborhoods. All of these districts are locally appreciated, add value to the region, and
represent a model for well planned development.
To provide high -quality education...
Education continues to be a cornerstone of the community, influencing businesses and
individuals to locate and remain in Cedar Falls. Education at the PK-12 level offers students a
world class education so they have the tools and agility to succeed in the 215Y century.
In 2020, opportunities for lifelong learning and innovation are abundant. The University of
Northern Iowa, Hawkeye Community College, Allen School of Nursing and other public and
private institutions serve the diverse educational needs of post -high school students.
3
Furthermore, UNI helps to foster a genuine sense of diversity and multiculturalism which exists
in Cedar Falls and is not realized by similar -sized communities. Citizens can easily access a
variety of services and amenities through UNI; from a small business counseling session, to a
Broadway musical, to a lecture on American Literature, to an NCAA Division I sporting event.
The Cedar Falls Public Library is an educational gathering place and technology access point,
providing new, state-of-the-art resources.
To expand infrastructure...
An adaptive infrastructure that is conducive to 21st century business is a hallmark of Cedar Falls
in 2020. The Cedar Valley championed the Waterloo Airport to re -instate it to its once regional
status. Citizens of the Cedar Valley now enjoy timely and cost effective flights to
several destinations without having to leave the region. Broadband fiber connects everyone to
the global community. Cedar Falls, championed by CFU, has enabled the city to connect reliably
and cost effectively to the Internet with high-speed broadband peer communities. Superior
broadband connectivity and electrical capacity attract cutting -edge technology firms to the
area. Cedar Falls offers a variety of transportation and logistical options to meet the needs of
area citizens and businesses including expanded air service, new rail connections, and highways
increasing linkages to markets and leisure destinations. Our understanding of technology,
infrastructure and sustainability form a new foundation for economic growth and development.
Cedar Falls in 2020 is and continues to be a vital, livable community with a heightened spirit of
cooperation and respect for the diverse needs of its citizens. The community is committed to
celebrating past successes, while continuously looking toward future opportunities and
challenges. In the year 2020, we see a Cedar Falls that truly has progressed together for a
brighter future.
4
Cedar Falls 2020 Cornerstone Values
We value: Excellence and accomplishment, as characterized by our great sense of pride in who
we are, what we believe in, and the progressive thinking by members of our community. This is
also demonstrated through our integrity, consistent respect for and attention to our fellow
human beings, responding to the needs of our neighboring communities and the transparency
of local government operations and ease of access to government services. Excellence and
accomplishment is important because it sets the bar for optimism and faith in the future and an
attitude that propels the community and individuals to take on ground -breaking initiatives.
We value: Education, as characterized by our understanding of education as a lifelong process
that should be available to all and our responsibility to help each individual reach his or her
potential. We fully acknowledge that having an educated population is key to being an
adaptive, progressive community.
We value: A safe and healthy environment, as characterized by our expectation of clean air
and water, our determination to preserve open spaces and natural areas, our provision of
public safety services and the availability and accessibility of diverse recreational, cultural and
wellness amenities. We encourage individual health, including quality, accessible healthcare
services. A safe and healthy environment assures the mental, physical, and spiritual well-being
and an overall higher quality of life for all of our citizens.
We value: Diversity and a sense of community, as characterized by our respect for and
embracing of all citizens regardless of ethnicity, nationality, race, religion, gender, sexual
orientation, economic class, age or disability. Our citizens feel connected to one another,
celebrating accomplishments and addressing adversity together. Diversity and a strong sense of
community are important to create a sense of belonging for all, enhance individual well-being
and collectively achieve more than we can alone.
We value: Economic health and opportunity, as characterized by the availability of jobs that
provide an improving standard of living, a government that enables economic growth and the
energetic encouragement of entrepreneurial activities. Acknowledging the increasingly global
nature of the economy, we continuously seek opportunities to collaborate with our regional
partners. Economic health and opportunity provide the resources to live in the way that we
desire.
5
1.0 To Increase the Area's Economic Base
Aim 1.1 To expand the industrial base and employment opportunities
• Focusing Strategy: Provide state-of-the-art infrastructure to successfully recruit and
retain the best mix of jobs possible
Goal #1 - Provide fully developed land and infrastructure improvements for Cedar Falls'
businesses to expand
OBJECTIVES
1. Regardless of initiation (private sector, public sector or a public/private partnership),
maintain at least 200 acres of new industrial property with a balanced inventory of
assorted lot sizes utilizing sound land -use planning and in -fill development practices to
avoid urban sprawl.
Lead Responsibility: City of Cedar Falls — Developmental Services
Timeframe: Ongoing
Measurable Results: Every two years conduct an Industrial and Technology Park
Company Listing and Informational Survey.
2. Complete a plan for the Cedar Falls Technology Park Phase II with available lots.
Lead Responsibility: City of Cedar Falls— Developmental Services
Timeframe: 2011
Measurable Results: Approved plan on file.
3. Grow the Cedar Falls Technology Park Phase II to attract new jobs (properties with lake
features, parks and trails are campus amenities for new high tech and corporate office
developments).
Lead Responsibility: City of Cedar Falls— Developmental Services
Timeframe: 2013
Measurable Results: Develop at least 20 acres of new properties.
4. Complete North Cedar Falls industrial park/economic zone along the Leversee Road
corridor near the airport.
Lead Responsibility: City of Cedar Falls— Developmental Services
Timeframe: Early 2011
Measurable Results: Multiple lots available for tenants.
6
5. Complete planning for Phase II of the North Cedar Falls industrial park/economic zone
near the airport.
Lead Responsibility: City of Cedar Falls— Developmental Services
Timeframe: 2012
Measurable Results: Approved plan on file.
6. Promote entrepreneurship and develop strategies to retain the businesses and
employees from the University of Northern Iowa's business incubator program.
Lead Responsibility: City of Cedar Falls, University of Northern Iowa
(MyEntre.Net) and the Greater Cedar Valley Alliance
Timeframe: Ongoing
Measurable Results: Annual report; target a growth of two new businesses per
year.
7. Establish a Master Plan for State Street Development (between 1st and 4th) that allows
for organic development of the Downtown District according to demand. Provide, if
necessary, means for individual, staged development of the area under a unifying
Master Plan.
Lead Responsibility: City of Cedar Falls; Community Main Street
Timeframe: Ongoing
Measurable Results: Plan developed by Early 2012; Investment Offering by
2013; completed development by 2020.
Goal #2 - Develop a detailed plan and policy that encourages new and existing business and
industry to thrive
OBJECTIVES
1. Develop benchmarks with other leading Midwestern communities to ensure a proactive
approach to planning, zoning, and developmental practices and initiatives.
Lead Responsibility: City of Cedar Falls and the Greater Cedar Valley Alliance
Timeframe: 2011/revisit every two years
Measurable Results: Present reports to the City every two years.
2. Utilize the strategy of targeting businesses that are especially important to Cedar Falls'
future as identified by the Targeted Industry Study commissioned by the Greater
Cedar Valley Alliance.
Lead Responsibility: City of Cedar Falls and Greater Cedar Valley Alliance
Timeframe: Ongoing/revisit every three years
Measurable Results: Recruitment of businesses identified in the Targeted
Industry Study.
7
3. Encourage in -fill development, pursue federal and state monies (when available) and re-
use obsolete sites in order to achieve infrastructure and energy efficiencies.
Lead Responsibility: City of Cedar Falls
Timeframe: On -going
Measurable Results: Develop at least five acres every five years.
4. Develop Economic Gardening initiative for existing businesses; continue awareness of
and support for "virtual office" careers.
Lead Responsibility: Greater Cedar Valley Alliance and Chamber, City of Cedar
Falls
Timeframe: 2012
Measurable Results: Plan adopted; number of businesses assisted or retained.
5. Identify employer firms in position to hire and communicate availability of workforce
recruitment packets
Lead Responsibility: Cedar Falls Tourism & Visitors Bureau
Timeframe: 2011
Measurable Results: Number of companies assisted.
Aim 1.2 To expand the commercial base and employment opportunities
♦ Focusing Strategy: Focus on regional interaction to foster diverse and targeted retail,
service and office development
Goal #1 - Implement projects from Downtown Cedar Falls 2020 Plan
OBJECTIVES
1. Promote and encourage the development of the upper floors for office and residential
use in the downtown area.
Lead Responsibility: Community Main Street
Timeframe: Ongoing with quarterly reports
Measurable Results: Identify the existing occupied spaces and future areas for
new development.
2. Improve building facades, including second story
restorations and improvement of rear entrances, by promoting the facade grant
program. Establish additional funding sources for matching grants for these
improvements.
Lead Responsibility: City of Cedar Falls, Community Main Street
Timeframe: Ongoing
Measurable Results: 50% of properties participate by 2020.
Goal #2 - Implement projects from the College Hill Partnership
OBJECTIVES
8
1. Promote the facade grant program for building facade improvements; including rear
entrances, in the College Hill commercial district.
Lead Responsibility: City of Cedar Falls, College Hill Partnership
Timeframe: Ongoing
Measurable Results: Complete one facade application every year.
2. Establish additional funding sources
Lead Responsibility: City of Cedar Falls, College Hill Partnership
Timeframe: Ongoing
Measurable Results: TIF district established by 2012.
Goal #3 - Focus on specific geographical areas for development while managing and
minimizing sprawl demands.
OBJECTIVES
1. Continue to develop commercial corridors along Greenhill Road, Highway 58, W. 15t
Street, Center Street and Viking Road.
Lead Responsibility: City of Cedar Falls
Timeframe: 2015
Measurable Results: 10% annual increase in value of commercial building
permits.
2. Implement a plan that encourages growth and development along the University
Avenue Corridor.
Lead Responsibility: City of Cedar Falls
Timeframe: Addressed in phases from 2013 to 2020
Measurable Results: Decrease the vacancy and increase investment.
3. Implement a plan to redevelop the old Broom Factory site in downtown Cedar Falls.
Lead Responsibility: City of Cedar Falls, Community Main Street, private
developers
Timeframe: Start development in 2011
Measurable Results: Permit issued in 2011.
Goal #4 - Nurture intrapreneurship and entrepreneurship
OBJECTIVES
1. Hold informative seminars on a wide variety of business topics, including small
business issues, business start-ups, franchising, E-business, economic gardening and
virtual offices.
Lead Responsibility: Greater Cedar Valley Alliance and Chamber and UNI
Regional Business Center
Timeframe: Ongoing
Measurable Results: Facilitate annual seminars.
9
2. Improve access to business start-up and resource information for individuals in
targeted groups that include women, racial, social and ethnic minorities, persons with
disabilities, and immigrants who wish to go into business.
Lead Responsibility: Greater Cedar Valley Alliance and Chamber, UNI Regional
Business Center
Timeframe: Ongoing
Measurable Results: Assist in establishing one start-up on an annual basis.
Aim 1.3 To encourage housing opportunities for all family circumstances
♦ Focusing Strategy: Promote a planned approach for various types of housing
development to meet the needs of current and future residents
Goal #1 - Identify and address City and State regulations that optimize development and
construction of new homes
OBJECTIVES
1. Update the Uniform Family of Codes (Building, Electrical, Plumbing, Mechanical, and
Energy) at least once every five years.
Lead Responsibility: City of Cedar Falls
Timeframe: 2012, follow-up every five years
Measurable Results: New codes adopted after conducting meetings with the
building trade and public.
2. Complete Comprehensive Plan, incorporating Smart Growth principles.
Lead Responsibility: City of Cedar Falls
Timeframe: 2013
Measurable Results: New codes adopted after conducting meetings with the
building trade and public.
Goal #2 - Maintain necessary builder/developer support to construct housing based on
current and projected needs
OBJECTIVES
1. Determine the need for housing in Cedar Falls and develop a 10-year plan to meet
needs.
Lead Responsibility: Waterloo -Cedar Falls Board of Realtors, City of Cedar Falls
Timeframe: 2011, Ongoing review thereafter at least every two years
Measurable Results: Housing needs identified and plan developed.
2. Encourage development of a variety of housing as determined by the 10-year housing
plan.
Lead Responsibility: City of Cedar Falls
Timeframe: Ongoing
Measurable Results: Number of condominiums, townhomes, patio homes etc.
constructed based on identified needs.
10
Goal #3 - Promote housing improvements/new growth in existing neighborhoods already
containing basic infrastructure
OBJECTIVES
1. Identify and educate developers and decision makers on the value of in -fill development
(to avoid urban sprawl) as opportunities arise including consideration of economic
incentives.
Lead Responsibility: City of Cedar Falls
Timeframe: Ongoing
Measurable Results: Maintain an inventory of existing vacant lots in the City.
2. Develop a plan to establish residential improvement districts throughout Cedar Falls,
such as Northern Cedar Falls, the College Hill area and Overman Park.
Lead Responsibility: City of Cedar Falls
Timeframe: 2012
Measurable Results: Districts established.
Aim 1.4 To increase the economic impact of tourism
Focusing Strategy: Enhance the economic development of Cedar Falls by promoting Cedar Falls,
Iowa as a leisure visitor's destination and as a viable setting to hold meetings, conventions,
sporting and entertainment events and by promoting area events, cultural opportunities
and community attractions.
Goal #1- Increase the number of visitors to Cedar Falls and the metropolitan area, increase
the length of stay and provide consumers a convenient way to obtain more information
about the area and specific tourism businesses
OBJECTIVES
1. Actively and aggressively promote Cedar Falls and the metropolitan area as a destination
for group tour operators and leisure travelers visiting the Cedar Falls area.
Lead Responsibility: Cedar Falls Tourism & Visitors Bureau
Timeframe: Ongoing
Measurable Results: Annual report to the Visitors and Tourism Board and City
Council with a 5% increase every year.
2. Work cooperatively with other tourism -related businesses and groups to encourage
cooperation in marketing the area's convention spaces, attractions, hotels/motels, the
Cedar Falls and Waterloo tourism industry, and the University of Northern Iowa to
increase the number of meetings, conventions and major events held in Cedar Falls.
Lead Responsibility: Cedar Falls Tourism & Visitors Bureau
Timeframe: Ongoing
Measurable Results: Annual report to the Visitors and Tourism Board and City
Council with a 5% increase every year.
11
3. Provide grants to projects or events that create tourism and economic activity for the
community and to reinvest funds received by the hotel/motel tax into the community:
Lead Responsibility: Cedar Falls Tourism & Visitors Bureau
Timeframe: Ongoing
Measurable Results: Award at least 3% of hotel/motel tax revenues on an
annual basis.
4. Continue recruitment of volunteers to provide hospitality services for visitors and
newcomers to the community at the Cedar Falls Visitor Center and satellite welcome
exhibits.
Lead Responsibility: Cedar Falls Tourism & Visitors Bureau
Timeframe: Ongoing
Measurable Results: An increase of 5% in the number of volunteer hours for
special events.
5. Establish a "Way -Finding" signage system City-wide to direct visitors to important facilities
and attractions.
Lead Responsibility: City of Cedar Falls Developmental Services, Cedar Falls
Tourism & Visitors Bureau
Timeframe: 2013
Measurable Results: Initial signage in place.
Aim 1.5: To foster innovative economic development programs
Focusing Strategy: Continue fostering public and private support for economic development
activities, including higher income jobs, throughout the greater Cedar Valley area
Goal #2 - Market the Cedar Valley as the best choice for business, support technology, skilled
employees and adopt the most innovative, cost-effective business practices
OBJECTIVES
1. Facilitate the development of an up-to-date action plan shared by all interested economic
development partners (focus cooperative marketing programs in the areas of information
technologies, financial services, basic operations employing advanced manufacturing
techniques, logistics, and bio-products development, production and distribution).
Lead Responsibility: Greater Cedar Valley Alliance
Timeframe: Ongoing
Measurable Results: Regular status reports to City Council.
2. Sustain a cooperative economic development leadership base.
Lead Responsibility: Greater Cedar Valley Alliance
Timeframe: Ongoing
Measurable Results: Cedar Valley Partnership and Alliance marketing results.
12
3. Expand the network of individuals and organizations providing various resources to
support new and developing companies.
Lead Responsibility: University of Northern Iowa Small Business Development
Center and Greater Cedar Valley Alliance
Timeframe: Ongoing
Measurable Results: 1) Implement elements of economic gardening program.
2) Implement Intellectual Properties Institute business
plan.
3) Open industrial bio-products business incubator at
Tech Works.
4. Support the formation of Iowa -based venture capital funds while continuing to encourage
an active angel investor network locally.
Lead Responsibility: GCVA—Commercial & Industrial Development
Timeframe: Ongoing
Measurable Results: 1) Attempt tie-in to regional venture funds with Iowa
Innovation Council.
2) Identify and organize angel network.
5. Attract knowledge -based communications and energy -intensive industries
Lead Responsibility: Greater Cedar Valley Alliance
Timeframe: Ongoing
Measurable Results: Regular status reports to city council.
6. Identify opportunities locally to leverage Iowa's strong agricultural assets to accelerate
economic development related to production agriculture, value-added agriculture,
advanced biotechnology and other life science disciplines.
Lead Responsibility: Greater Cedar Valley Alliance, University of Northern Iowa
NABL (National Ag-based Lubricants Center), Cedar Falls
Utilities
Timeframe: On -going
Measurable Results: 1) Identification and assessment of existing bio-
technology, agriculture and life sciences businesses
located in Cedar Falls.
2) Identify needs and facilitate delivery of services for
these businesses, including networking opportunities.
3) Educate businesses and the community on the local
economic development potential of renewable energy.
13
2.0 To Advance the Safety, Health, Environment and Well-being of
Our Citizens
Aim 2.1 To maintain a safe community, including the low incidence of crime
• Focusing Strategy: Continue developing effective interactions and shared responsibilities
with citizens.
Goal #1- Continue building the relationship between citizens and the police department
OBJECTIVES
1. Develop a community policing program designed to address problem neighborhoods.
Use neighborhood leaders, business managers or other citizens to assist in reducing
crimes and neighborhood problems.
Lead Responsibility: Cedar Falls Police Department
Timeframe: On -going — quarterly reports published publically
Measurable Results: Number of actively involved neighborhoods and
businesses; reduction in crime and nuisance complaints.
2. Educate the public on police operations and how citizens can report and prevent crime
Lead Responsibility: Cedar Falls Police Department
Timeframe: Ongoing — Quarterly reports published publically
Measurable Results: Implement an action plan for the top three incident
categories and the top three incident locations; engage
neighborhood stakeholders in the action plan through
public meetings, articles, cablevision communication, etc.
3. Continue a program to provide cultural sensitivity training for all Cedar Falls Police
Department staff.
Lead Responsibility: Cedar Falls Police Department and the Human Rights
Commission
Timeframe: Ongoing
Measurable Results: Bi-annual report reveals that each officer has a record of
cultural sensitivity training and regular updating.
4. Develop educational materials and distribute through public presentations, school
programs and classroom presentations
Lead Responsibility: Cedar Falls Police Department
Timeframe: Ongoing — Establish a quarterly community education plan
documenting topics, communication means,
audience/venue
Measurable Results: Quarterly reports to the Council's Administrative
Committee and/or in Departmental Monthly reports on
the completion of identified educational activities and
numbers of constituents reached.
14
Goal #2 - Review and modify, as needed, various emergency management policies,
procedures and facilities
OBJECTIVES
1. Effectively communicate to all residents the location of current community emergency
facilities, emergency procedures and how to access emergency services.
Lead Responsibility: City of Cedar Falls and Black Hawk EMA
Timeframe: 2011-2014
Measurable Results: Seek 75% participation in emergency notification services.
Aim 2.2 To provide appropriate and affordable health and human services
• Focusing Strategy: Provide a comprehensive health and human services system that is
responsive to need, affordable, and accessible to all without regard to race, gender, age,
class, faith, ethnicity, or sexual preference.
Goal #1- Offer ample health and wellness opportunities
OBJECTIVES
1. Conduct health assessment/survey for Cedar Falls.
Lead Responsibility: Black Hawk County Health Department
Timeframe: 2011
Measurable Results: Survey completed.
2. Develop needs assessment plan based on reports; reassess effects of the plan every two
years and adjust accordingly
Lead Responsibility: Black Hawk County Health Department
Timeframe: 2012
Measurable Results: Plan developed.
3. Increase community -wide awareness of health and healthy lifestyles.
Lead Responsibility: City of Cedar Falls and Black Hawk County Health
Department
Timeframe: On -going after assessment
Measurable Results: Identification of top three needs; action plan to address
those needs, quarterly follow-up and reassessment
annually, or bi-annually.
4. Periodically, conduct a survey via the Web, cable, Currents Newsletter or agency
newsletters to determine unmet human service needs.
Lead Responsibility: Cedar Valley United Way
Timeframe: 2012 and then every 5 years
Measurable Results: Survey completed.
15
5. Retain and attract graduates from the nursing and allied health programs in the
community.
Lead Responsibility: Hawkeye Community College, Allen College and healthcare
employers
Timeframe: On -going
Measurable Results: One example is the EHC2 (Exploring Health Careers
Consortium); Survey salary and working conditions to
maintain regional and state competitiveness for workers.
6. Increase the visibility of and access to programs and services that assist individuals and
families who are dealing with personal crisis, relationship concerns, emotional distress
and difficult life transitions by 2-1-1 service offered by Cedar Valley United Way.
Lead Responsibility: Cedar Valley United Way
Timeframe: On -going
Measurable Results: Needs assessment conducted; % of 2-1-1 intervention
increases as a function of scope of total needs.
Aim 2.3 To improve effectiveness and efficiency of local government and
municipal services
• Focusing Strategy: Develop voluntary collaborations to resolve regional issues that affect
our community.
Goal #1 - Maintain and enhance collaboration with educational, regional and governmental
partners (City/UNI; CF/Waterloo/Black Hawk County; CF Schools/UNI; CF/Waverly; regional
cooperation; intergovernmental collaboration)
OBJECTIVES
1. Continue a task force to identify opportunities for expanding the University of Northern
Iowa's and Cedar Falls' cooperation.
Lead Responsibility: City of Cedar Falls and UNI Administration
Timeframe: Annually
Measurable Results: Listing of accomplishments / actions provided each year.
2. Communicate existing cooperative efforts and promote potential cooperative areas with
Waterloo, Black Hawk County and surrounding communities.
Lead Responsibility: City of Cedar Falls, Waterloo, Black Hawk County
Timeframe: Annually
Measurable Results: Listing of accomplishments / actions provided each year.
16
3. Communicate existing cooperative efforts and promote mutually beneficial
collaboration with surrounding communities, the State of Iowa and with organizations
like CFU, UNI, Cedar Falls Schools, etc.
Lead Responsibility: City of Cedar Falls, State of Iowa
Timeframe: On -going
Measurable Results: Opportunities identified, accomplishments and actions
noted.
Goal #2 - Continuous examination of municipal service to realize greatest efficiencies
OBJECTIVES
1. Action: Each city department undertakes a third -party assessment (citizen panel) of
services with an eye toward increased efficiencies, improved service levels, and reduced
costs. Benchmarking of services with similarly situated towns.
Lead Responsibility: Mayor and City Council
Timeframe: 2011- 2014
Measurable Results: Changes as a result of assessment result in increased
positive perception of services, reduction of costs by 5%
through gained efficiencies.
2. Action: Examine all city services from a sustainability perspective every three years.
Create and implement an action plan for increased sustainability in services.
Lead Responsibility: Mayor and City Council
Timeframe: Assessment in years 2011, 2014, 2017, and 2020
Measurable Results: Report of actions and impact annually.
Aim 2.4 To increase citizens' involvement and sense of belonging within the
community
• Focusing Strategy: Encourage collaborative efforts of all citizens to become involved in
community projects, convey the pride for our community, and participate in its diversity.
Goal #1 - Develop a resource inventory of diverse leaders / volunteers available for various
community boards, commissions, etc.
OBJECTIVES
1. Continue the development and maintenance of live, interactive websites in order to
provide a two-way communication of City services issues and access to services such as
building permits, recreation department program sign-up, etc.
Lead Responsibility: City of Cedar Falls
Timeframe: Ongoing
17
Measurable Results: Maintain a citizen input website, eGov website
(CedarFalls.com) and LeisureLink, an online registration for
recreational, educational and cultural programs.
2. Develop a method of recruitment of potential candidates for boards and commissions.
Lead Responsibility: Greater Cedar Valley Alliance and Chamber, Cedar Valley
Young Professionals, Cedar Falls Jaycees and faith -based
organizations
Timeframe: Ongoing
Measurable Results: Recruitment plan developed and in place.
3. Continue connecting individuals willing to volunteer with organizations in need of
volunteer assistance.
Lead Responsibility: Volunteer Center of the Cedar Valley
Timeframe: 2015
Measurable Results: 100% increase in volunteer referrals.
Goal #2 - Embrace a more diverse population by welcoming and providing services and
programs and communicate that Cedar Falls is a friendly, open, inviting and dynamic
community
OBJECTIVES
1. Develop a new community Welcoming Program informing them of services,
recreational, cultural and other amenities available to them throughout the community.
Lead Responsibility: Cedar Falls Utilities, Cedar Falls Tourism and Visitors
Bureau, Greater Cedar Valley Chamber of Commerce
Timeframe: Fall 2011
Measurable Results: Program in place.
2. Identify effective ways to disseminate information that is designed to educate and build
acceptance of diversity and of minority population to all residents within our
community.
Lead Responsibility: Cedar Falls Human Rights Commission
Timeframe: On -going
Measurable Results: Unable to measure (intangible)
18
3. Continue to educate Cedar Falls citizens about the existence of racism and ways to undo
it.
Lead Responsibility: Citizens for Undoing Racism
Timeframe: On -going
Measurable Results: 15-30 diverse Cedar Falls citizens participate in an Undoing
Racism workshop each year.
Goal #3 - Utilize progressive city design to create new gathering places and opportunities for
experience
OBJECTIVES
I. Continue acquiring property for future municipal parks with trail connections in
southern and western portions of Cedar Falls, as residential growth dictates.
Lead Responsibility: Cedar Falls Parks and Recreation Commission
Timeframe: 2012
Measurable Results: Number of acres acquired.
2. Develop a plan to use City -owned land north of the Cedar River for parks and recreation
facilities.
Lead Responsibility: Cedar Falls Parks and Recreation Commission
Timeframe: 2012
Measurable Results: Plan adopted by the City Council.
Aim 2.5 To manage the protection and wise use of our community's natural
environment
• Focusing Strategy: Develop and support ongoing planning and policies that will sustain and
enhance the natural resources of the community.
Goal #1 - Develop Cedar Falls public and private spaces to be on the cutting edge of
sustainable energy use
1.
OBJECTIVES
Plan and build public buildings with geothermal heating,
white roof technologies etc., to change the mindset of planning and inspection in the
community.
Lead Responsibility: City of Cedar Falls, Cedar Valley Green Initiatives
Timeframe: Ongoing
Measurable Results: Increase the number of LEED certified buildings.
19
Goal #2 - Institute an improved recycling program within the City such that an increasing
percentage of all possible recycled materials are captured
OBJECTIVES
1. Develop recycling opportunities that have the greatest
potential of diverting the largest amounts of material away from the landfill.
Lead Responsibility: City of Cedar Falls, Black Hawk County Solid Waste
Management Commission
Timeframe: 2011-2013 = Stage 1; 2013-2015 = Stage 2
Measurable Results: Stage 1 = 60% recycling potential achieved; Stage 2 = 75%
potential achieved.
2. Provide more opportunities to safely dispose of household
hazardous waste.
Lead Responsibility: Black Hawk County Solid Waste Management Commission
Timeframe: 2011-2013
Measurable Results: Establishment of a permanent hazardous waste disposal
location.
3. Implement storm water management practices that are
related to sanitary sewer infiltration/inflow to effectively reduce their adverse effect on
the waste water treatment plant.
Lead Responsibility: City of Cedar Falls
Timeframe: 2011-2013
Measurable Results: Establish ordinances, building codes, and retrofitting of
water management systems; achieve consistent treatment
in compliance with the facilities N.P.D.E.S. permit.
4. Develop a long-term plan to reduce the odor in the downtown sewage plant area.
Lead Responsibility: City of Cedar Falls
Timeframe: 2011-2013
Measurable Results: Plan developed; implementation of plan in 2013.
Goal #3 - Improve community -wide aesthetics, including the revitalization of targeted
neighborhoods
OBJECTIVES
1. Develop a North Cedar hamlet plan that accentuates the assets of that neighborhood.
Lead Responsibility: City of Cedar Falls
Timeframe: 2011-2013
Measurable Results: Plan developed and adopted by the City Council.
2. Establish innovative storm water management solutions throughout the city; educate
residents on the creation of water runoff management.
20
Lead Responsibility: City of Cedar Falls
Timeframe: 2011-2013
Measurable Results: Improved storm water management; alternative solutions
(such as rain gardens) in place.
Goal #4 - Maintain clean rivers and streams for recreation
OBJECTIVES
1. Implement a comprehensive, holistic watershed
management plan throughout Cedar Falls.
Lead Responsibility: City of Cedar Falls, Cedar River Initiative
Timeframe: Ongoing
Measurable Results: Waterways are cleaner; reduced treatment plan
discharges.
2. Start and maintain an educational program around clean
rivers and streams.
Lead Responsibility: City of Cedar Falls, Cedar River Initiative
Timeframe: 2012 - 2015
Measurable Results: Reduce the number of illegal discharges by citizens and
organizations in Cedar Falls.
3.0 To Further Develop Cedar Falls as a Center of Excellence for
History, The Arts, Entertainment and Recreation
Aim 3.1: To maintain and enhance the community's appearance
• Focusing Strategy: Support a cooperative effort between regulatory agencies and the
private sector to enhance the community's appearance and desirability
Goal #1- Preserve our community's heritage in ways that significantly contribute to Cedar
Falls' appearance and desirability
OBJECTIVES
1. Continue to encourage the formation of, and active communication with, neighborhood
representatives and associations to discuss and take action on issues of preservation,
improvement and beautification particular to various sections of the City.
Lead Responsibility: Mayor and City Council
Timeframe: Ongoing
Measurable Results: Improved communication.
21
2. Utilize the existing Central Business District Overlay Zoning District and the Community
Main Street Design Committee to establish a Certified Local Government.
Lead Responsibility: Mayor, Community Main Street, Cedar Falls
Historical Society, Development Services
Department of the City of Cedar Falls
Timeframe: 2011-2013
Measurable Results: Establishment of Certified Local Government
Board.
3. Re -design University Avenue to become a pedestrian -friendly, tree and art -lined
thoroughfare of round-abouts and bike trails and/or lanes.
Lead Responsibility: City Planning, Engineering and Parks, Cedar Falls
Bicycle Advisory Committee, Public Art
Committee of the Cedar Falls Art and Culture
Board, merchants in the University Corridor
Timeframe: 2020
Measurable Results: Plan to be completed by the end of 2017; completed
segments of reconstruction by 2020.
Aim 3.2: To continue to expand and enhance the quality and diversity of Cedar
Falls' parks, trails and other recreational resources
• Focusing Strategy: To maintain and expand quality recreational facilities and activities for
residents and visitors with access available to all users
Goal #1 - Expand recreational opportunities
OBJECTIVES
1. Work with developers creating new neighborhoods to designate green space and open
gathering areas for socializing and recreation.
Lead Responsibility: Developmental Services
Timeframe: Ongoing with an annual report to the City Council
Measurable Results: Additional green spaces identified by the end of 2016 with
implementation started by the end of 2018.
2. Develop, plan, and implement improvements along the Cedar River to increase
recreational opportunities, historical interpretation, and enhanced aesthetic appeal for
citizens and visitors to make Cedar Falls a "recreational river destination".
Lead Responsibility:
Timeframe:
Measurable Results:
Cedar Falls Parks and Recreation Commission, Hearst
Center for the Arts, Cedar Falls Historical Society,
Cedar Valley Paddlers, Cedar River Initiative
Ongoing
Plan to be designed by the end of 2016 with funding and
implementation started by the end of 2017.
22
3. Further develop winter outdoor recreational venues for citizens and visitors.
Lead Responsibility: Cedar Falls Parks and Recreation Commission, Cedar
Trails Partnership
Timeframe: Ongoing
Measurable Results: Plans to be developed by the end of 2015 with funding and
implementation by 2016.
4. Work with all public entities for increased citizen usage of recreational facilities and joint
project development of outdoor health, wellness and recreational programming,
including historic and cultural markers.
Lead Responsibility: Cedar Falls Parks and Recreation Commission, UNI
Timeframe: Ongoing
Measurable Results: Program usage communicated to residents annually.
5. Continue to market Cedar Falls as a premier destination for trails usage, including
additional enhanced fields, parks and recreation areas, and cultural attractions.
Lead Responsibility: Cedar Falls Tourism and Visitors Bureau and Cedar
Falls Parks and Recreation Commission
Timeframe: Ongoing
Measurable Results: Increased tourism.
6. Attract more athletic events to Cedar Falls.
Lead Responsibility: Cedar Falls Tourism and Visitors Bureau, Cedar
Valley Sports Commission
Timeframe: Ongoing
Measurable Results: New events.
Aim 3.3: To maintain and expand quality cultural enrichment resources and
activities for residents and visitors
• Focusing Strategy: Support and promote programs and establish and/or sustain cultural
experiences for all citizens and visitors
Goal #1- Enhance funding for cultural activities
OBJECTIVES
1. Create a reimbursable fund with help from individuals and local organizations to
develop large-scale exhibitions and projects which would draw residents and visitors
from around the region and nationally.
Lead Responsibility:
Timeframe:
Cedar Falls Civic Foundation, Cedar Falls Art and
and Culture Board, UNI
Initial meeting to be held during the first quarter of 2011
with a goal of funding the project by 2015.
23
Measurable Results: Fund to be established in 2011; and matured by 2021 to
generate viable dividends to underwrite initial loans for
major exhibitions and projects.
2. Expand the Hearst Center for the Arts.
Lead Responsibility: Cedar Falls Art and Culture Board, Friends of the Hearst
Center, College Hill Partnership.
Timeframe: 2011-2015
Measurable Results: Addition Completed by 2015.
3. Promote the availability and accessibility of Cedar Falls' historical, cultural, and artist
resources to residents and visitors.
Lead Responsibility: Cedar Falls Art and Culture Board, Cedar Falls Historical
Society, UNI, Cedar Falls Tourism and Visitors'
Bureau
Timeframe: Ongoing with annual review
Measurable Results: Increased audiences from out of town.
4. Increase Public Art throughout the City of Cedar Falls.
Lead Responsibility: Cedar Falls Public Art Committee of the Cedar Falls Art and
Culture Board, Individual Donors, Iowa Arts Council and
the National Endowment for the Arts
Timeframe: Ongoing with annual review
Measurable Results: Ongoing acquisitions of additional Public Art pieces as
funds become available.
5. Embrace ethnic populations by developing and supporting diverse resources and
activities.
Lead Responsibility: Hearst Center for the Arts, City of Cedar Falls, UNI
Multicultural Center, Cedar Falls Historical Society, Cedar
Falls Human Rights Commission, Ethnic organizations in
Cedar Falls
Timeframe: 2011-2015
Measurable Results: Annual celebrations by the end of 2015; new businesses to
serve the needs of ethnic populations.
6. Continue to enhance neighborhood gathering places for arts, music and social
gatherings.
Lead Responsibility: Hearst Center for the Arts, Community Main Street,
College Hill Partnership, North Cedar Association,
Overman Park Association.
Timeframe: Ongoing
Measurable Results: Annual celebrations by the end of 2015.
24
4.0 To Provide High -Quality Education
Aim 4.1 Create a "distinctive" public educational program on a global level
*Focusing Strategy: Provide exemplary educational opportunities for students PK-16 to be
successful in the 21sY century.
Goal #1- Provide the resources needed to build and sustain world class educational systems.
OBJECTIVES
1. Continue to provide financial resources through levy support, mutual grant
applications, resource sharing, foundations, and public/private partnerships.
Lead Responsibility: Cedar Falls Public Schools and Cedar Falls Schools
Foundation
Timeframe: Ongoing
Measurable Results: Resources available
2. Complete construction of necessary public school facilities and identify other current
and future facility needs.
Lead Responsibility: Cedar Falls School Board
Timeframe: 2020
Measurable Results:
Implementation of the district's facility plan; Annual
school improvement plan; and Local Option Tax annual
report.
3. Implement National Common Core Curriculum with research -based educational
experiences delivered by highly qualified teachers and a focus on rigor, relevance, and
relationships at all grade levels.
Lead Responsibility: Cedar Falls Schools
Timeframe: 2014
Measurable Results: Reports to state and board of education.
25
4. Graduate students with skills needed to participate in a world economy; including
critical thinking, reasoning, and problem solving; collaboration across networks and
leading by influence; agility and adaptability; initiative and entrepreneurship; effective
written and oral communication; assessing and analyzing information; and curiosity and
imagination.
Lead Responsibility: Cedar Falls Schools and UNI
Timeframe: Ongoing
Measurable Results: Survey complete.
5. Advocate and make people aware of the social and emotional assets needed to prepare
students with the necessary relationships, opportunities, and personal qualities
necessary to avoid risks and thrive.
Lead Responsibility: Cedar Falls Schools, Health Trust, City of Cedar Falls; faith -
based communities
Timeframe: Ongoing
Measurable Results: Improved student achievement.
6. Through public/private partnerships provide high quality early learning experiences (PK
and daycare).
Lead Responsibility: UNI, Cedar Falls Schools, Childcare Resource and Referral,
Private providers
Timeframe:
Ongoing
Measurable Results: Number of students prepared for kindergarten based on
established criteria.
Goal #2 - Become a recognized center for ethnic education and diversity
OBJECTIVES
1. Partner with organizations to develop and expand cultural exchange opportunities.
Lead Responsibility: UNI, Cedar Falls Schools, civic organizations
Timeframe: 2014
Measurable Results: Number of students participating in opportunities.
2. Provide world language opportunities in PK-12 to foster global awareness.
26
Lead Responsibility: Cedar Falls Schools
Timeframe: 2015
Measurable Results: Knowledge of world regions and international issues; skills
in languages other than English; cultural perspectives for
comparison or world views, dispositions, and attitudes;
virtual experiences to exchange information, collaborate,
build relationships with peers from around the world.
Aim 4.2 Engage the entire community in an ethic of lifelong learning
*Focusing Strategy- Promote an active involvement in lifelong learning opportunities
Goal #1- Encourage community participation in lifelong learning opportunities by sharing
common resources.
OBJECTIVES
1. Encourage leadership groups to explore opportunities for sharing of resources and
assets of mutual benefit.
Lead Responsibility: City of Cedar Falls, UNI, Cedar Falls Schools
Timeframe: Ongoing
Measurable Results: Identified joint ventures with shared resources.
2. Develop a one source communication conduit for joint marketing of events for residents
of all ages.
Lead Responsibility: Cedar Falls Library
Timeframe: 2015
Measurable Results: Communication vehicle completed.
3. Expand occupational partnerships offering students additional opportunities to explore
career options (intern or work part time, etc.) and identify workforce needs in 2020.
Lead Responsibility: Cedar Valley Alliance, Hawkeye Community College, UNI
Timeframe: 2014
Measurable Results: New partnerships developed with schools and yearly gap
assessment of workforce needs.
27
5.0 To Expand Infrastructure
Aim 5.1 Expand logistics and transportation infrastructure
• Focusing Strategy: Promote a sustainable, safe and modern infrastructure that is fully
integrated to serve our citizens, businesses and visitors.
Goal #1 - Develop the community in ways that support and encourage multi -modal, energy
efficient transportation, including fast/safe/accommodating access to retail, commercial
centers and entertainment venues.
OBJECTIVES
1. Develop a full access interchange at Viking Road / Highway 58.
Lead Responsibility: City of Cedar Falls / Iowa Department of Transportation
Timeframe: 2020
Measurable Results: Construction complete.
2. Complete the Greenhill Road/Highway 58 grade separation.
Lead Responsibility: City of Cedar Falls, Iowa Department of Transportation
Timeframe: 2020
Measurable Results: Final design complete.
3. Complete the Ridgeway/Highway 58 grade separation.
Lead Responsibility: City of Cedar Falls, Iowa Department of Transportation
Timeframe: 2020
Measurable Results: Conceptual design complete.
4. Continue to design for complete streets when planning.
Lead Responsibility: City of Cedar Falls — Developmental Services, Cedar Falls
Parks and Recreation Commission
Timeframe: Ongoing
Measurable Results: Bicycle task force plan implementation; platinum
designation for bike -friendly community by 2020.
Goal #2 - Implement a comprehensive strategy for pedestrian/traffic safety issues
OBJECTIVES
Conduct a review and identification of hazardous traffic sites including schools,
high volume intersections and special events.
Lead Responsibility: City of Cedar Falls, Cedar Falls Public Schools and UNI
Timeframe: Ongoing
Measurable Results: Decreased bike/pedestrian injuries; Safe Routes to School
Plan developed by 2011 to address needs; assess affects of
Safe Routes implementation by 2013; adjust accordingly.
28
2. Improve the traffic patterns on University Avenue, First Street and Hudson Road to
identify opportunities for reduced energy consumption, reduced travel time and
improved safety for all users.
Lead Responsibility: City of Cedar Falls
Timeframe: 2012
Measurable Results: Plan developed by 2012.
Goal #3 - Increase the efficient and economical use of our transportation resources
OBJECTIVES
1. Continue to support use of the Local Option Sales Tax for funding street improvements
and review other usage of tax dollars based on community needs.
Lead Responsibility: City of Cedar Falls
Timeframe: Ongoing
Measurable Results: Reconstruct at least 1.5 miles of streets and resurface at
least 5 miles of streets annually.
Goal #4 - Increase rail opportunities to take advantage of the Cedar Falls location and expand
mass transit.
OBJECTIVES
1. Support passenger rail expansion to the Cedar Valley.
Lead Responsibility: INRCOG
Timeframe: 2020
Measurable Results: Feasibility study complete.
2. Consider the development of rail spurs for industrial growth, taking advantage of
government incentives.
Lead Responsibility: City of Cedar Falls
Timeframe: Ongoing
Measurable Results: Feasibility study complete.
Goal #5 - Support improved air service at Waterloo Airport
OBJECTIVES
1. Maintain efforts to provide a modern airport facility.
Lead Responsibility: City of Waterloo, City of Cedar Falls, State of Iowa
Timeframe: Ongoing
Measurable Results: A modern Waterloo Airport facility is maintained.
2. Work to attract additional regional airlines.
Lead Responsibility: City of Waterloo, City of Cedar Falls
Timeframe: 2017
Measurable Results: Additional carrier secured.
29
Aim 5.2 Expand technology infrastructure
• Focusing Strategy: Support existing and future technological needs of the community to
enable business to expand
Goal #1- Ensure that there are adequate wireless environments to support the community
without losing our sense of community and personal connectiveness.
OBJECTIVES
1. Ensure wireless hubs exist in places where people gather.
Lead Responsibility: Cedar Falls Utilities, Private carriers
Timeframe: 2012
Measurable Results: Access is available to business and commercial corridors.
Goal #2 - Maintain a state-of-the-art communications utility enabling industries to stay
abreast of technological advances
OBJECTIVES
1. Make investments to provide the best online functionality possible.
Lead Responsibility: Cedar Falls Utilities
Timeframe: 2015
Measurable Results: Cedar Falls Utilities completion of fiber to the premise;
expanded affordable bandwidth and communications
capability.
2. Maintain local control for decisions that will benefit the community and provide an
awareness that Cedar Falls Utilities is now and will continue to be a dependable, cost-
effective energy and communications supplier.
Lead Responsibility: Cedar Falls Utilities
Timeframe: Ongoing
Measurable Results: Residential/Industrial report card.
3. Access the ICN to expand internet connectivity through a public/private partnership.
Lead Responsibility: Greater Cedar Valley Alliance and Chamber, educational
institutions, local legislators
Timeframe: 2013-2015
Measurable Results: Legislative change to ICN policy.
Goal #3 - Develop and maintain a modern power grid and generation and aggressively pursue
and manage sustainable energy resources that are efficient, renewable, affordable, and
available for all citizens - residential and commercial
OBJECTIVES
1. Ensure capacity of electrical transmission lines will accommodate desired new
businesses and residents.
30
Lead Responsibility: Cedar Falls Utilities
Timeframe: 2013
Measurable Results: Conceptual plan developed.
2. Revamp utility bills to show consumption in terms that are widely understandable,
thereby leading to greater individual understanding of consumption, data -driven
behavioral change.
Lead Responsibility: Cedar Falls Utilities
Timeframe: 2011-2012
Measurable Results: Energy usage decreases as a result of individuals' actions;
energy usage numbers, adjusted for changes, decrease.
3. Set a goal of 75% energy audits in Cedar falls with
incentives for participation; follow-up interviews with audited clients are conducted to
assess impact of the audit. Continually devise means and methods for ever -improving
results.
Lead Responsibility: Cedar Falls Utilities
Timeframe: 2011- 2014
Measurable Results: Percentage of completed energy audits is reported to the
City by CFU Trustees. Energy consumption is reduced
(adjusted for change).
4. Set appropriate cost/renewability ratio for energy
production.
Lead Responsibility: Cedar Falls Utilities and the City of Cedar Falls
Timeframe: 2011- 2015
Measurable Results: A plan exists and is followed identifying and balancing
renewability targets with the cost of energy.
5. Develop and implement a plan to decrease use of fossil
fuels in the community in anticipation of increased cost and regulation of fossil fuels.
Lead Responsibility: Cedar Falls Utilities and the City of Cedar Falls
Timeframe: 2011- 2015
Measurable Results: Identify current dependency on fossil fuels and report;
develop a plan for decreasing fossil fuel consumption
while maintaining optimum pricing.
6. Develop incentives to support alternative fuel resources
Lead Responsibility: Cedar Falls Utilities and the City of Cedar Falls
31
Timeframe: 2011- 2015
Measurable Results: Analysis of incentives vs. energy reduction conducted
every two years; incentive programs put in place reflecting
benefits of energy savings.
32