City of Twin Falls Imagine 2030

City of Twin Falls Imagine 2030

City of Twin Falls Imagine 2030 Strategic Planning – Why? You have to be very careful if you don’t know where you’re going because you might not ge...

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City of Twin Falls Imagine 2030

Strategic Planning – Why?

You have to be very careful if you don’t know where you’re going because you might not get there”. Yogi Berra

• Every successful private business engages in strategic planning. • Strategic planning for local government is more complex. • Strategic planning value o Clarity of purpose over time o Focus for organizational energy o Discipline in processes o Partnership potential

Strategic Planning - process

Fiscal priorities

Organizational structure

Long term Vision Strategic actions

Partnerships

Community Outreach

Social media

April – May 2012

• 13 e-mails • 65 Facebook postings • 6 twitters

Community Participation • • • •

65 citizens and city staff at the community visioning event 35 one on one interviews with community leaders. 4 focus groups 50 O’Leary Middle School students

Community’s Vision

City of Twin Falls 2010 Federal Census Data

100% 90% 80%

89%

84%

70% 60% 50% 40%

61% 89%

88%

71%

30% 20% 10% 0%

85%

17% 24% 28%

Twin Falls Idaho

78%

67%

15% 14% 14%

USA

City of Twin Falls 2010 Federal Census Data

$200,000

$188,400

$180,000

$172,700

$160,000 $140,000 $120,000

Twin Falls

$100,000

Idaho

$80,000 $60,000 $40,000 $20,000

USA

$142,300 $51,914 $46,423 $27,814

$41,503

$12,990 $13,691

$Median household income

Median home value

Retail Sales per capita

Snake River Corridor Trends

Source: Arthur C. Nelson, Presidential Professor & Director, Metropolitan Research Center, University of Utah.

Population Growth Projections 2,800,000

3000000

2500000

2,000,000

2000000 1500000

1,300,000

2000 2050

900,000

1000000 500000

2050

0

2000 Idaho

Snake River

Employment Growth Projections 1,400,000

1,300,000

1,400,000

1,200,000 1,000,000 800,000

790,000 2000

540,000

600,000

2050

400,000 200,000

2050

0

2000 Idaho

Snake River

Twin Fall Historic and Projected Population Growth

Federal Census 1940-2010 Comprehensive Plan Forecast 2020-2030

Changing Dreams & Realities

That was then • 40 year career • Uniform housing • Far away job • Cheap gas • Transit is “those” people • All homes gain in value • Love my subdivision

This is now • Free agent/contractor • Life-cycle housing • Short commute • Maximum mobility options • Where is “my” transit? • Buy in only quality locations • Want a “real” place

NCS Results 2012

Council Established Focus Areas Healthy Community Learning Community Secure Community Accessible Community Environmental Community Prosperous Community Responsible Community *Internal Organization

Working to Achieve the Vision Accessible Community

2030 Vision: Through effective planning and timely investment, the Twin Falls area has kept pace with the mobility requirements of an expanding and changing population. An integrated and balanced system of transportation modes including bicycles and pedestrians, as well as a modern public transportation system supports the traditional street and highway vehicle users. A commitment to high levels of maintenance of these systems ensure the long-term integrity of the public investments made and maximizes the convenience of those dependent upon the proper functioning of these systems. Effective coordination with a wide array of partners has ensured that regional transportation facilities such as state highways, the interstate system and Magic Valley Regional Airport continue to provide an improving level of convenient access to the area for residents, visitors and commercial interests.

Example  = timeframe

=staffing

 = on-going

Air = Airport Division ED = Economic Development Division Fin = Finance Department IS = Information Services Department PIO = Public Information Officer

= capital

 = communication

Build = Building Division E=Engineering Division Fire = Fire Department Plan = Planning Division Police = Police Department

= partners

CM = City Manager’s Office E-PW= Engineering-Public Works Department HR = Human Resources Department P&R = Parks and Recreation Division PW=Public Works Division TIMEFRAME

LEAD

RESOURCES

COMMUNITY

 

P&R

  



E-PW



P&R



E

Goal AC1: Expand multi-modal choices. Initiative AC1.2: The City will expand and maintain pedestrian and bicycle trails. Objective AC1.2A: Provide funding for annual trail maintenance. Objective AC1.2B: Adopt roadway design policies and standards that include non-motorized components and require implementation as part of new development. Objective AC1.2C: Sign bike paths and identify bike lanes with striping on roads where it is appropriate. Objective AC1.2D: Develop partners to advocate for bike trails and support bike programs. Objective AC1.2E: Identify priorities for vehicular capacity, bike paths and parking that balances competing uses and costs. SEE ALSO Objectives HC1.1A andHC1.1B.

E

   

Initiative AC1.4: The City will explore land use patterns that support multi-modal transportation options. Objective AC1.4A: Adopt code provisions that encourage mixed use and in-fill Plan  development. Objective AC1.4B: Educate the community on the relationship between a more compact land use pattern and optimizing pedestrian and bicycle transportation. Objective AC1.4C: Work with County and City to maintain protective zoning around the airport restricting incompatible land uses within the airport environs.



Plan



Air

 

 

For more Information… Go to: •Check out our website – www.tfid.org – for a copy of the draft plan and additional information •Community Open House – to be held on April 11th at 6:00 PM in the City Council Chambers