5 Year plan

Action Items Extracted

(Full text and background information can be found in the 5-Year Strategic Plan)

6/21/2005 – Update of action taken to date appears in red under each item.

4/19/2007 – Update appears in blue

Economic Development            

1.   Create grant writing capability everyone can use.

      Grant writing is occurring in response to community needs but there is not a community wide organized effort.

      Several grants have been written for activities in Lamoni, though, perhaps no centralized, concerted effort.

      Recent grants proposals:

               Youth – Shirley Kessel

               Beautification – The ad hoc Beautification Committee, Marcy Beisemeyer, chair

               Fire Department – Travis Jeans (w/ SICOG help)

2.   Encourage town-wide and county-wide coordination in the scheduling of cultural events in Lamoni.

      Nothing has occurred to date.

      Chamber of Commerce and Fair Board coordination has been noted.  Decatur County – Lamoni, Graceland – Lamoni and Leon – Lamoni coordination could all be further improved.

3.   Create groups to support entrepreneurs in starting and expanding businesses.

      The Chamber has a committee to recruit new businesses and is working to bring the Small Business Development Center to Lamoni to work with businesses.  The Bio-Diesel group has surfaced.  An expanded grant writing effort could assist this goal.

      Decatur County Development Board has offered courses/ seminars for entrepreneurs and new business people.

      Graceland’s SIFE has had some involvement with local businesses in helping to develop business plans, etc.  

4.   Create comprehensive plan for future road growth and traffic management.

      Who should do this?  Downtown needs 4 way stops.

5.   Review and evaluate all unoccupied downtown buildings to create rough estimates of the cost to make suitable for use.

      This could be hard to do and would it accomplish anything for development?  LDC could be involved.

HOUSING

1.   Streamline process of building new homes

      Housing Task Force should be involved.

      P&Z developed a work flow document for building permits, etc. (Deanna not familiar with it.)

2.   Research and implement innovative ways to provide adequate affordable housing for moderate income families.

      Housing Task Force is working on this and having a house built on 8^th Street.

      Some inquiries have been made regarding purchasing the property on 8^th St.  There may be an interested party making an offer soon

3.   Assure Minimum Safety Standards for Housing

Establish and enforce minimum safety standards for new construction and renovations.

      Housing Task Force could be involved to draft a plan.  

Establish and enforce minimum maintenance and safety standards for rental property.

      Can City mow/do minor repairs and charge homeowner?  Are ordinance currently in place?

      Properties rented to college students are the biggest concern.  SIRHA has helped.

Establish and enforce licensing standards for building trade professionals.

      Housing Task Force could be involved to draft a plan.

Explore incentives to replace/renovate dilapidated housing and to construct new affordable housing on under-developed lots in existing neighborhoods.

      Housing Task Force is doing this currently.

      Will Enterprise Zones help here?

TRANSPORTATION

1.   Streets

Develop plans for street repair and improvement.

      City currently does this.

Create standards for new roads

      City currently does this.

Investigate state and federal funding sources to assist with road maintenance, upgrading, and construction

      LMU/City currently do above.

      City currently does this.

2.   Airport

Encourage the on-going development of our airport into a user-friendly regional resource.

      Airport Commission is in place to do this.

      City established an “Airport” zoning category.

PUBLIC SAFETY and HEALTH                                                                                

1.   Support the upgrading of Lamoni’s Fire and EMS capabilities.

Support the building of a new Fire and EMS facility.

      Completed. 

      New building was funded by a grant from the USDA.

Support the continual training of Fire and EMS personnel.

      Ongoing, process is in place.

Support the continual upgrading of emergency equipment

      Ongoing, process is in place.

      New fire engine and equipment purchased – funded by a grant from FEMA.

2.   Continue to assure the availability of state-of-the-art services health care service.

Conduct a needs assessment every 5 years to determine if available services are adequate

      Is this realistic?

Maintain working relationship with the Decatur County medical Services, particularly with regard to        recruiting quality medical professional staff.

      Important so people can stay in the county for medical services.

      An additional clinic opened in Lamoni.  City could use an additional M.D.

Continue working with Decatur County 911 service staff to ascertain if any improvements or changes need to be implemented in the system.

      Still up grading.  Working on hazardous materials.

      Decatur County Emergency Management would control any actual emergency—they have the plan. 

      The county provides our plan (Lamoni’s) to us.

3.   Investigate additional funding sources

Search for public and private funding sources for Fire, EMS and Health Care equipment and                     services.

      On-going, Susan Larson/Denise Elefson always looking.

A new hospital in the county had been discussed, but it is quiet now.  No talks of locating it in Lamoni. Perhaps it would be near the intersection of I-35 and Route 2 or nearer Leon city limits.

New:   Renewal of City Insurance and Worker’s Compensation Insurance led to an insurance inspection.  A safety committee has been established.  They have or will conduct staff safety meetings and insoect city buildings and parks.

RECREATION

1.   Design and market Lamoni’s recreation programs

Fully utilize the city’s web site

The Web site is not operational and seems to be taking a long time.

The Web site is on-line!  Now it requires someone to continually update content.  A person filling the vacant Assistant City Clerk position may be asked to head this task.

Conduct a needs assessment regarding recreational services and facilities

New playground equipment has been installed at North Park.

Skate park has been installed at North Park.

2.   Develop recreation activities to utilize the Bike Trail more fully

     Who should do this?  It is a wonderful addition to the community.

      Bike trail extended west of town to Liberty Hall. 

      Civil War days used bike trail and surrounding properties in Sept. 2006.

3.   Continue to develop regular maintenance and replacement schedules for equipment for pool and parks

    A new pool is needed, Park and Rec Commission will take the lead on this.

BEAUTIFICATION

1.   Create informative and attractive signage on I-35, Route 69 and throughout town that alerts and directs    travelers to Lamoni’s many features and services.

A billboard is on I-35, welcome signage will be installed in 2006, the Chamber could address other issues.

2.  Continue beautification efforts of downtown merchants and Chamber of Commerce

            Chamber should champion this.

New Ad Hoc committee has been established to consider options for beautification of downtown and  Highway-69 corridors.  They have been awarded an Iowa Living Roadways Visioning Grant.  

WEB SITE   –The Web site is on hold waiting for the vacant Assistant City Clerk Position to be filled.

1.   Market Lamoni’s web site

            First the web site has to be updated.

The Web site is on-line!  Now it requires someone to continually update content.  A person filling the vacant Assistant City Clerk position may be asked to head this task.

2.   Enhance the Content of Lamoni’s web site

            Conduct a needs assessment regarding web site functionality

            Continue to update and enhance the web site regularly

            A vendor was chosen but the new site has yet to be set up.

The Web site is on-line!  Now it requires someone to continually update content.  A person filling the vacant Assistant City Clerk position may be asked to head this task.

Public Works

1.   Electricity

      Search actively for grants and support to fund the $333,000.00 engine until accomplished.

      Prepare the sight for the installation of the engine as soon as funding is secured.

      Install the engine and have it operating no later than 3 months after taking delivery.

      Accomplish this goal no later than January 1, 2005.

            The above should be accomplished in 2006.

The above four items are still on-going.  This project is important, but not urgent.  The current equipment is still serviceable, but an upgrade is warranted for reliability and a small boost in capacity.  If LMU had the new equipment they would be using it.  All four items should be accomplished by January 1, 2009.

2.  Sewage

      Activated Sludge Treatment Plant installed and operational by mid 2003.

      Completed.

New:  A new east lift station is being planned.  It will take the flow from the industrial park and allow the city to decommission the lagoon currently in use.  We are currently near capacity in the Industrial Park, and the new lift station would enable further development.

New:  Provide access to city sewer north of Highway 69 East.  Allow the decommissioning of Naylor lagoon, which is currently in decline.

New:  A new south lift station, located near the sewer treatment plant is being discussed as being ~5 years away.

3.   Water Treatment

      5 Year Goal:  Be fully operational carrying 75% additional load.

The current plant is based on water use needs for 7500 people but that is 1967 water use. 

ABANDON GOAL AS NOT DEFINABLE.

New:  150,000 gallon clear water well.  It will increase treated storage and allow more Cl₂ contact time.  This project is currently on the table and should be finished within two years.

4.  Natural Gas

      5 Year Goal:  Be 100% converted to black plastic mains.

Working on, close to completion

Currently at >90% complete.  Less than 10% of mains are PVC.  They are still serviceable, but the current standard is black plastic.

      Continuation of well-planned and forward-thinking purchases.

New:  Water Supply 

New:  Increase capacity to east and south of town.

New:  Increase size of main to Industrial Park from 6-inch to 12-inch lines. 

Increased water pressure will enhance fire protection capability and meet the expectation of developers—an economic investment.

July 21, 2005

REVISED: April 19, 2007

5        Year  Strategic  Plan

   Lamoni, Iowa 
 2003

 

TABLE OF CONTENTS

INTRODUCTION

Our goal is to make Lamoni the premier magnet community in southern Iowa. Lamoni should be known to enjoy an excellent public school system, an unusually innovative & supportive business climate, extremely varied recreational & cultural activities, abundant quality housing, superior health and safety services, substantial physical infrastructure, and, overall, an unusually strong sense of community spirit and pride. In short, our goal is to make Lamoni the most desirable community in which to live and raise a family in all of southern Iowa.

While we talk about progress and growth, we also recognize those long-standing community values that are at the core of Lamoni’s character, and we pledge to keep them central to the Lamoni of the future. We see no conflict between maintaining long-standing core values and promoting innovative growth.

As we compose this 5 Year Plan, which calls for growth and expansion, we are fully aware that strong forces work against its success. With the well-documented decades-long decline of rural America as a backdrop, the population of Decatur County remains essentially static. In addition to this long term trend, we are currently experiencing a nation-wide economic downturn. While state and federal agencies reduce their funding, citizen expectations for increased services exert greater and greater pressure on local governments to be creative and resourceful. Even faced with these daunting challenges, we believe that Lamoni is rich enough in resources to flourish over the next 5 years.

In this document we identify goals that will stretch Lamoni’s ability to organize and plan, and we believe that Lamoni will rise to this challenge.  We invite the Lamoni community to:

• Plan aggressively for growth in new housing and in new business activity
• Strive to make all of Lamoni’s housing and roads of superior quality
• Think and act regionally as a way of pooling resources
• Encourage greater communication and coordination among Lamoni’s varied groups
• Be imaginative in seeking out new and varied sources for funds
• Emphasize a partnership between private and public resources
• Task local government to be needs driven and service minded, and to provide imaginative leadership
• Integrate volunteerism more fully into the community infrastructure
• Work consciously to make Lamoni an inclusive and accepting community – in stating this we acknowledge that when we exclude any segment of our population, we weaken the entire community

Overall, our approach to future growth calls less for new funding – although we do recommend actions that will increase the sources of money available to us - but calls more for greater coordination of efforts, for better communication, for increased citizen involvement, for more imaginative forms of collaboration and for more innovative leadership. In short, we see that the single-most most valuable resource needed for Lamoni’s future is the energy of our citizens - and we are confident in calling on our collective common sense to find imaginative solutions to our common problems.        

Economic Development

Section I - Issues and Challenges

More than most communities, Lamoni is composed of numerous discrete groups with varied social and economic interests. Lamoni has a long history in agriculture and livestock, in higher education (as home to Graceland University), in the arts, in light manufacturing, in services, and has long been the town center for much of rural Decatur County and home to many who commute to other towns. Lamoni is also an important center for the Community of Christ Church worldwide and home to a growing Amish population. We suggest that the community of Lamoni will prosper as its future growth encompasses the needs of all segments of its population and will enjoy a considerable overall benefit from better communication among these various groups.

Lamoni already benefits from the efforts of many groups that work to increase economic activity. For example, we applaud and support the efforts of the Lamoni Development Corporation to attract businesses to Lamoni. We recognize the important contribution that the Chamber of Commerce makes. We support the current efforts of the Downtown Merchants Group that works to improve the business climate in our town center. We encourage participation in countywide economic development efforts. We encourage the Lamoni Town Council to remain an active participant in all development related activities. We are grateful for the citizen-based Task Forces that are currently meeting. The combined goodwill and efforts of these groups helps us approach the future with optimism.

This document makes suggestions that look far into the future. Because of the forward-looking nature of our planning process, it may not be possible for us to identify exactly who should be responsible for implementing the suggestions we make. This is to be expected. We recognize that for these recommendations to become reality, in some cases, new groups may need to form, existing groups may need to take on new roles, and, most likely, large projects may need to be divided up and tasks shared among various groups. In short, even though we cannot know all the details today, we do know the future will bring change and growth, and we can plan for it.

We suggest that there are a number of topics for the community as a whole to consider as we look to our future. We assert this because the choices our community makes regarding these topics will affect the future of our economic development and the nature of our community. Some of these issues include:

1. Is the culture of Lamoni growth friendly? Do prevailing attitudes and customs facilitate growth or do they serve as obstacles to growth? Certainly the future will bring change but is the Lamoni community able to plan together for this change in a way that is cooperative, inclusive, and effective?

2. What is the state of Lamoni’s infrastructure – our ability to provide adequate electric power, gas, clean water, sewerage facilities, affordable housing, school classrooms, safe roads, well-trained police and fire professionals – and how do these capabilities effect the prospects of future economic growth?

3. How can Lamoni better utilize its existing resources to foster increased economic development? How can we better merge the business acumen and entrepreneurial energies of our residents with the infrastructure (buildings and roads and communications capability) and capital (from banks and individuals and other public/private sources) that already exist? Ad hoc groups are already discussing this broad topic and we encourage public agencies to take the lead in these efforts.

4. What will be the nature of Lamoni’s future economic growth and where will it be located? What kinds of industry will be in our future – service, small retail, light industrial, other? In which parts of town will this growth occur – in renovated downtown buildings, in new structures near I-35?
• I-35 development vs. downtown development

Currently there is increased interest in developing land east of the downtown near Exit 4 on I-35. How will this potential development affect economic activity in the downtown? Historically, development outside a town center has dramatically harmed downtown businesses: what strategies must Lamoni employ to make development near I-35 complement downtown business growth and not compete with it?

5. What is the physical condition of our downtown structures? Is it cost-effective for an entrepreneur to upgrade one of our buildings or are the structures too old and decrepit? Essentially, is it realistic to anticipate economic growth in our downtown? What redevelopment options are available to the community for the downtown business district?

6. I-35 Business loop

Plans continue to advance for the creation of an I-35 Business loop along Route 69 through Lamoni. The presumed increase in traffic is seen as a potential boon to local businesses: we encourage the development of a plan that will detail exactly how this increased traffic will be safely managed and converted into an increase in revenues for local merchants and a benefit to the town overall.

Part of the public discourse on this topic might include the following items:

• Will the Iowa DOT want to pave over the red brick road surface on Main Street in order to upgrade the roadbed: what plan is there for the aesthetics of the downtown if this occurs?
• Will there be a loss in curbside parking along Main Street? If so, how will Lamoni accommodate downtown parking, including provisions for horse drawn buggies?
• How will Lamoni safely manage an increase in traffic? Will increased traffic require traffic management at intersections (i.e., warning signs, stop signs or traffic lights)?
• What specific strategies must be employed in order to assure that local businesses actually benefit from any increase in traffic?
• Overall, is Lamoni aware of how the look and feel of the downtown will be affected by increased car traffic?

7. How can we better utilize the Lamoni airport as a resource for economic development?

8. Finally, we encourage the Lamoni community to take a broad view when planning business and cultural activities. We strongly suggest that Lamoni will enjoy a greater material benefit if it plans events and business activities that draw in resources and customers from outside Lamoni. We can utilize money and expertise from outside Lamoni and draw audiences and customers from outside Lamoni while still retaining total control over our planning and implementation processes. In other words, we can start to think globally while we continue to act locally.

Section II - A Dual-Path Approach to Economic Development

A well-balanced local economy requires a blend of larger companies that employ many combined with smaller businesses that employ few. With these two different sized businesses in mind, we encourage an approach to economic growth that recognizes the value of bringing in new resources from outside Lamoni as well as of utilizing existing resources from within Lamoni. We refer to this as a dual-path approach to economic development.

We support and encourage:

• new enterprises that utilize our local expertise in the agribusiness and livestock industries.

• cooperation and partnerships with Graceland University so that new commercial enterprises can originate from the university’s curriculum or research.

• efforts to attract or develop “magnet” enterprises: companies that may help attract other complementary companies.

• all efforts to assure that when existing Lamoni businesses grow, their growth takes place in Lamoni.

LARGER BUSINESSES

Attracting large businesses is typically a long, complex and highly competitive process. The Lamoni Development Corporation (LDC) has taken the lead in attracting larger employers to Lamoni. We applaud the groups’ efforts – which include but are not limited to developing marketing collateral, purchasing land and building spec buildings – and encourage the Town Council and Chamber of Commerce and all interested individuals to support them.

SMALLER BUSINESSES

As a complement to the efforts of bringing in larger businesses, we wish to emphasize the value of thinking small. Not only do almost all new businesses start small but also, by number, the vast majority of businesses remain small. In recognition of this, we wish to emphasize the value of encouraging and supporting local entrepreneurs who start owner-operated businesses. It is our contention that we will benefit economic development in Lamoni most by focusing on helping local individuals start small businesses and by helping existing small businesses expand. We best serve our community by helping local individuals flesh out their personal business plans and by helping them locate the appropriate business expertise, capital and facilities.

We cannot predict the economic future of Lamoni. But we do know that our community will enjoy greater amounts of more beneficial economic growth when we encourage and support our local entrepreneurs. In order to facilitate this growth of owner-operated businesses, we encourage the review of regulations, laws, customs, practices, requirements or attitudes that limit or discourage local entrepreneurs. If Lamoni fails to do this then we are failing to utilize our community’s most abundant and valuable resource: namely, the creativity and energies of our neighbors.

In this section we do not identify precisely which groups or individuals should be responsible for implementing all of our recommendations. However, we do identify those groups that are the most likely starting points for these community actions. In Lamoni’s future, whether new groups will need to form, whether existing groups will need to take on new roles, or whether combinations of groups will need to coordinate projects and share tasks is impossible for us to state clearly in advance: although, frankly, we see the need for all three of these scenarios to occur.

Because of their history of service to Lamoni, when we look to the future, we look first to the following groups as we make our recommendations: the Lamoni Development Corp, Downtown Merchants Group, City Council, USDA Rural Development, Graceland University, the Planning and Zoning Commission, and the Chamber of Commerce.

To encourage future economic development in Lamoni, we recommend the following strategic actions:

Strategic Action #1

Creation of a grant writing capability to be utilized by all segments and interests in the community, both private and public.

·         Identify individuals who currently write grants.

• Recruit individuals who are interested in learning how to write grants. Ask each individual for a 2-year volunteer commitment.
• Locate a means (school or experienced individuals) for teaching these recruits how to write grants.
• Secure training in grant writing.
• Research and identify grants that may be of interest to Lamoni’s various constituencies and apply for them.

GOAL: To assure that Lamoni garners as much grant funding as possible for its various business and

            cultural activities. This source of funding will be assured at the highest levels possible by

      having a group of trained volunteers that will identify and apply for as many grants as

      possible.

Strategic Action #2

Encourage town-wide and county-wide coordination in the scheduling of cultural events in Lamoni.

In particular:

·         to work with the Lamoni Chamber of Commerce to assure maximum coordination and participation in cultural events. This may include coordinating complementary cross-promotions among groups and should result in higher attendance at events and increase the overall benefit to the community. Some examples include helping coordinate plans among groups engaged in downtown beautification, rodeos, hiking and bike trails activities, car shows, art shows, community clean-up events, etc.

·         to encourage countywide participation in Lamoni events. An example is to invite Leon and Grand River community groups to Lamoni events.

·         to advocate and explore the scheduling of countywide events. An example is the creation of Leon-Lamoni Days (perhaps held on alternating weekends in the two locations).

GOALS:

1.       To increase attendance at cultural events by making them more countywide in nature. This increase in attendance should translate into a larger customer base for Lamoni        

businesses.

 2.  To enhance communication and coordination among groups both within Lamoni and 

      throughout Decatur County.

Strategic Action #3

Creation of a group to support entrepreneurs in starting new businesses and in expanding existing businesses in Lamoni and to provide on-going business expertise and resources as needed. Function as a central point off contact for obtaining resources, expertise and support. Liaise with such groups as Downtown Merchants Group, Lamoni Development Corp, Chamber of Commerce, City Council, USDA Rural Development, Graceland University’s SIFE group, University of Iowa, etc.

GOAL: To provide Lamoni entrepreneurs with a single point of contact for accessing the business

      resources and expertise that is available from a variety of public and private local, state, and

      federal sources.

Strategic Action #4

Through a public and well-publicized process, creation of a comprehensive plan for future road growth and traffic management in Lamoni. This plan is to include a review of the effect on traffic patterns of continuing new home construction and of creating a Route I-35 business loop through Lamoni. Actions in this regard should include holding public meetings as appropriate and developing action plans to address the following topics:

• What plans exist for future road construction and how do these plans complement expected future population growth?
• Where is new housing and commercial development actually occurring?
• What are existing/potential traffic bottlenecks?
• What plans should be made to assure adequate downtown parking?
• What resources are available to help Lamoni with the necessary planning and expenses?

• What is the status of a Lamoni I-35 Business loop?
• Contact other towns that had Business loops established – is there data regarding increased traffic flow, changes in traffic safety, changes in revenue for local merchants that can aid Lamoni in the planning and implementation stages?
• Identify and discuss publicly all foreseeable consequences of an I-35 Business loop.

GOAL: To assure that traffic management planning keeps pace with changes in traffic flow in Lamoni.

Strategic Action #5

Conduct a review and evaluation of all buildings in the downtown, particularly those that are unoccupied. Come to rough estimates as to the costs required to make them suitable for future use. This information will be useful in planning future economic growth in Lamoni.

• Conduct a confidential survey of downtown structures. This survey should be conducted by individuals qualified to evaluate plumbing, electrical, and structural conditions. This information is to be gathered for the sole purpose of arriving at generalized conclusions: no information about any specific building shall be released publicly.
• Create a general criteria for making generalized evaluations (i.e., great, good, bad, dilapidated) of the physical condition of these properties.
• Evaluate overall status of buildings. Questions to review include:
• How many are for sale? If for sale, how long have they been on the market?
• Do they require significant structural renovation or merely aesthetic improvements in order to be used again? At what rough costs?
• For what kinds of uses are the downtown buildings suited?
• Arrive at general conclusions as to how the overall condition of the downtown structures might impact future economic growth.

GOAL: To determine the condition of existing downtown structures and evaluate how their condition may

            affect future economic growth. The core question is: will an entrepreneur conclude that investing

money in Lamoni’s downtown buildings it is a good business decision?

HOUSING

Lamoni should support plans to increase the availability of quality housing in Lamoni for all income groups.

Toward this end, we propose:

·         To review and streamline the process of building new structures in Lamoni.

·         To investigate and publicize incentives for new construction and renovations of all types.

·         To establish minimum safety standards for new construction and renovation.

·         To establish minimum maintenance and safety standards for rental properties.

·         To establish minimum standards for licensing of all building trade workers.

·         To assure that a Building Inspector functions effectively to assure that minimum building standards are adhered to for all new construction and renovation and to assure that minimum maintenance and safety standards are adhered to for rental properties.

Strategic Action #1 – Streamline the construction process

Task #1

Find ways to streamline the process of building new homes (including individual homes and subdivisions).

·         Invite building contractors to meet with Planning and Zoning, Lamoni Development Corporation, City Council, Mayor and other City Officials (including LMU) for the purpose of identifying ways to streamline the process of building new quality structures in Lamoni.

·         Planning and Zoning will make written recommendations to the City Council as needed in order to make Lamoni a builder-friendly environment.

Strategic Action  #2 – Housing for Moderate Income Families

Research and implement innovative ways to provide adequate affordable housing for Moderate Income families.

Task #1

Identify financial incentives that encourage new construction of single-family and multi-unit housing.

·         Consider all potential mechanisms from both the state and the town, including but not limited to potential tax abatements, TIFs, and CIPCO energy-saving incentives. 

Strategic Action  #3 – Assure Minimum Safety Standards for Housing

Task #1

Establish and enforce minimum safety standards for new construction and renovations.

·         Require inspections by Housing Inspector during construction as needed to assure standards.

·         Require approval from Housing Inspector before new housing can be occupied or sold.

Establish and enforce minimum maintenance and safety standards for rental property.

·         Create document outlining minimum maintenance and safety standards for Lamoni rental properties.

·         Charge Housing Inspector with receiving and investigating complaints of sub-standard conditions and then, as appropriate, identifying repairs required to achieve compliance with standards.

·         Recommend to City Council that a schedule of sanctions be created and then levied against offending property owners who do not make necessary repairs in a timely manner.

Task #3

Establish and enforce licensing standards for building trade professionals

·         Create and enforce minimum licensing requirements for all building trade workers (including electricians, plumbers, and others.)

·         Recognize licenses granted by other states and towns as sufficient to work in Lamoni.

Task #4

Explore incentives to replace/renovate dilapidated housing and to construct new affordable housing in under-developed lots in existing neighborhoods.

·         City should investigate SICOG (Southern Iowa Council of Governments) grants as method for purchasing substandard housing and re-selling for demolition and replacement. 

In order to grow sensibly and maintain a constant quality of life and public safety, Lamoni must plan now to meet its transportation needs of the future.

Develop plans for future traffic flow that anticipate an increase in population and the creation of a Route 69 business loop through Lamoni. Establish a set of priorities for the paving, resurfacing, and maintenance of streets.  As a 10 Year Goal, plan to pave or asphalt all streets within the Lamoni city limits.

Task #1

Develop plans for street repair and improvement.

·         Identify streets and roads in need of immediate repair

·         Prioritize repairs and then publicize these priorities

·         Investigate possible alternative funding sources

Task #2

Create standards for new roads

·         Planning and Zoning to recommend standards and submit them to City Council for approval that require all new housing sub-divisions and commercial developments to have an asphalt or paved road surface.

·         Investigate possible tax incentives for meeting street standards in new developments.

Task #3

Investigate state and federal funding sources to assist with road maintenance, upgrading, and construction

·         Explore rapid pay down bond issues with City Council in order to upgrade existing road surfaces.

·         Investigate the possibility of receiving funds from the federal government.

·         Work with the Iowa DOT to upgrade Route 69 roadbed so it will qualify as a business loop.

o        Issues of concern include re-surfacing the brick streets downtown and installing curbs.

Support the continued growth of Lamoni’s airport facility and increase its usefulness as a resource for economic growth.

Task #1

Encourage the on-going development of our airport into a user-friendly regional resource.

·               The City Council is already developing a 10 year plan for the airport including

·               Lengthening current runway to allow for turbo prop and small jet landing.

·               Constructing an additional runway.

·               Continue with Airport Commission plans to build a new hangar and double the number of stalls  

·               Support additional growth of the facility including

·               Adding a new hanger

·               Completing a pilots lounge with rest rooms

·               Advertise Lamoni merchants and services to pilots and passengers at the airport facility.

Continue to upgrade Lamoni’s ability to deliver state-of-the-art services.

Support the upgrading of Lamoni’s Fire and EMS capabilities.

·         Support the building of a new Fire and EMS facility.

·         Support the continual training of Fire and EMS personnel.

o        Develop and fund an on-going training regime

·         Support the continual upgrading of emergency equipment

o        Consider