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Home My WebLink About2017-119-2/13/2017 Prepared by LeAnn M. Even, Deputy City Clerk, City of Waterloo, 715 Mulberry Street, Waterloo, IA 50703, (319) 291-4323. RESOLUTION NO. 2017-119 RESOLUTION ADOPTING THE 2017-2022 STRATEGIC PLAN. WHEREAS, the City Council of the City of Waterloo, Iowa determined their long-term vision for the City of Waterloo could be realized by setting up goals and objectives in a systematic, incremental manner, and WHEREAS, members of the City Council and staff met and organized the following goals: 1. Support the creation of new, livable wage jobs through a balanced economic development approach of assisting existing businesses, fostering start-ups, attracting new employers and cultivating an adequate workforce. 2. Implement a Community Policing strategy that creates a safe environment in Waterloo. 3. Reduce the City's property tax levies through a responsible balance of cost reduction in City operations and increases in taxable property valuations to ensure that Waterloo is a competitive, affordable, and livable city. 4. Enhance the image of Waterloo and the City to residents and businesses inside and outside of the community. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATERLOO, IOWA, that the City of Waterloo hereby approves and adopts the 2017-2022 Strategic Plan, attached hereto as Exhibit A. PASSED AND ADOPTED this 13'h day of February 2017. N� Quentin Hart, Mayor ATTEST: Ke ey Fel c City Clerk ExhibitA City of Waterloo Strategic Plan 2017-2022 Goal 1: Support the creation of new, livable wage jobs through a balanced economic development approach of assisting existing businesses, fostering start-ups, attracting new employers and cultivating an adequate workforce. Success Indicators: • 2,500 net new jobs added by 2022 Strategy 1.1: Develop benchmarks for incentive use that suggest 'livable wage"thresholds and property tax returns on investment. Lead Responsibility: Finance Supporting Responsibility: Community Planning& Development Timeline: October, 2017 Strategy 1.2: Partner with the Waterloo CVB, Main Street Waterloo and the Greater Cedar Valley Alliance to promote Waterloo as a place to do business, and work together to implement development programming. Lead Responsibility: Mayor and Community Planning & Development Supporting Responsibility: Airport, Human Rights Commission, Center for the Arts and Leisure Services Timeline: Ongoing Strategy 1.3: Ensure that development-ready sites exist and realistic, meaningful incentives are defined to attract new business and support existing business expansions. Lead Responsibility: Community Planning & Development Supporting Responsibility: Mayor, City Council, Engineering and Water Works Timeline: Ongoing Strategy 1.4: Implement a comprehensive business retention and expansion program. Lead Responsibility: Community Planning & Development Supporting Responsibility: Mayor and EDIT' Timeline: Ongoing Strategy 1.5: Continue to support and assist entrepreneurs and start-ups in Waterloo in partnership with Tech Works, UNI and Hawkeye Community College. Lead Responsibility: Community Planning& Development 1 Economic Development and Infrastructure Team Institute for Decision Making I BUSINESS&COMMUNITY SERVICES-UNIVERSITY OF NORTHERN IOWA 1 Supporting Responsibility: Waterloo Public Library and Center for the Arts Timeline: Ongoing Strategy 1.6: Partner with Buxton Co. to attract new retail businesses to Waterloo. Lead Responsibility: Community Planning & Development Supporting Responsibility: City Council and EDIT Timeline: September, 2019 Strategy 1.7: Seek ways to create a "live, learn, work, and play"environment with amenities that attract and retain population in Waterloo. Lead Responsibility: Leisure Services, Center for the Arts and Public Library Supporting Responsibility: Mayor/City Council Timeline: Ongoing Goal 2: Implement a Community Policing strategy that creates a safe environment in Waterloo. Success Indicators: • Overall crime rates reduced to a point below the national average by 2022 • Violent and property crimes are below the state average by 2022 Strategy 2.1: Strengthen the work of the Waterloo Police Department through adequate training, staffing and community programming. Lead Responsibility: Police Department Supporting Responsibility: Mayor, City Council, Leisure Services, Center for the Arts, Waterloo Public Library, Community Development, Human Rights Commission, Waste Management, Traffic Operations, Animal Control, Engineering and Fire Rescue Timeline: July, 2018 Strategy 2.2: Enlist all City departments and staff members in efforts to promote a safer community. Lead Responsibility: Police Department, Fire Rescue and Mayor Supporting Responsibility: All Departments, City Council and Boards & Commissions Timeline: Ongoing Strategy 2.3: Expand efforts to make the City of Waterloo's police force reflective of the community it serves. Lead Responsibility: Human Resources, Mayor, City Council, Civil Service Commission Supporting Responsibility: All Departments Timeline: October, 2022 Institute for Decision Making I BUSINESS&COMMUNITY SERVICES-UNIVERSITY OF NORTHERN IOWA 2 Goal 3: Reduce the City's property tax levies through a responsible balance of cost reduction in City operations and increases in taxable property valuations to ensure that Waterloo is a competitive, affordable and livable city. Success indicators: • Property tax levy rate less than $16.50 per$1,000 by July, 2022 • City's taxable property valuations increased by$250 million by 2022 • Residential property valuations increased by 20% by 2022 Strategy 3.1: Continue to implement and explore new options for revenue generation for the City. Lead Responsibility: Finance, Mayor, City Council and Boards & Commissions Supporting Responsibility: All departments Timeline: Ongoing Strategy 3.2: Continue to hold interdepartmental update meetings to encourage collaborative project management and avoid conflicting activities. Lead Responsibility: Finance/City Clerk Supporting Responsibility: All Departments Timeline: Ongoing Strategy 3.3: Develop a program that encourages all City of Waterloo staff members to contribute ideas/efforts that improve the efficiency and quality of community services. Lead Responsibility: Mayor and Human Resources Supporting Responsibility: Bargaining Units and All Departments Timeline: July, 2018 Strategy 3.4: Identify and implement proven cost and resource saving measures. Lead Responsibility: Mayor and Finance Supporting Responsibility: All Departments Timeline: Ongoing Strategy 3.5: Continue to engage with local public partners to identify cost savings, streamline efforts and improve efficiency in City operations and activities. Lead Responsibility: Mayor and City Council Supporting Responsibility: Finance Timeline: Ongoing Strategy 3.6: Restructure City departments as feasible to establish a more efficient workflow and lines of communication. Lead Responsibility: Mayor Supporting Responsibility: All Departments Timeline: July, 2018 Institute for Decision Making I BUSINESS&COMMUNITY SERVICES-UNIVERSITY OF NORTHERN IOWA 3 Strategy 3.7: Advocate for state legislation, policies and funding that support local government. Lead Responsibility: Mayor and City Council Supporting Responsibility: All departments Timeline: Ongoing Strategy 3.8: Continue efforts to foster new investments and development in the City's Urban Renewal Areas (TIF Districts) and Consolidated Urban Revitalization Area. Lead Responsibility: Community Planning& Development Supporting Responsibility: Community Development, Mayor, City Council and Finance Timeline: Ongoing Strategy 3.9: Increase the promotion and utilization of the City Limits Urban Revitalization Area housing program. Lead Responsibility: Planning & Community Development Supporting Responsibility: Community Development, Mayor, City Council and Finance Timeline: December, 2017 (with permanent renewal expected) Strategy 3.10: Support community-based housing initiatives that improve existing housing stock. Lead Responsibility: Community Development, Mayor and City Council Supporting Responsibility: Housing Authority Timeline: Ongoing, with an annual review. Strategy 3.11: Establish a committee of housing, realty, and community stakeholders to develop housing initiatives that fit the demographic needs of the community. Lead Responsibility: Community Development and Community Planning and Development Supporting Responsibility: Finance, Engineering and Housing Authority Timeline: July 2017 Goal 4: Enhance the image of Waterloo and the City to residents and businesses inside and outside of the community. Success Indicators: • Sustained, positive media presence by 2022 and measured by tracking Google alerts. Strategy 4.1: Establish a City marketing and communications team responsible for promoting the City of Waterloo, its departments, services and programs. Lead Responsibility: Mayor Supporting Responsibility: All Departments Timeline: July, 2017 Institute for Decision Making I BUSINESS&COMMUNITY SERVICES-UNIVERSITY OF NORTHERN IOWA 4 Strategy 4.2: Develop a marketing and communications plan for the City of Waterloo targeting residents and businesses. Lead Responsibility: Mayor Supporting Responsibility: All Departments Timeline: July, 2017 Strategy 4.3: Institute a "City Orientation"program for all newly appointed board and commission members. Lead Responsibility: City Clerk and Respective Departments Supporting Responsibility: Mayor Timeline: July, 2018 Strategy 4.4: Develop initiatives that encourage and incept City employees to live in Waterloo. Lead Responsibility: Mayor and City Council Supporting Responsibility: Human Resources, Finance, and Community Planning and Development Timeline: July, 2018 Strategy 4.5: Maintain and develop community services and city facilities that support quality of place. Lead Responsibility: Mayor and City Council Supporting Responsibility: All Departments Timeline: Ongoing Strategy 4.6: Develop and implement staff training that promotes positive customer service, timely and accurate responses to customer inquiries, and a method for assessing customer service experiences. Lead Responsibility: Human Resources Supporting Responsibility: Mayor and All Departments Timeline: July 2018 Strategy 4.7: Develop electronic initiatives that enhance ease of use and customer service. Lead Responsibility: IT and City Clerk Supporting Responsibility: Mayor and All Departments Timeline: July 2018 Institute for Decision Making I BUSINESS&COMMUNITY SERVICES-UNIVERSITY OF NORTHERN IOWA 5