STRATEGIC PLAN 2020-2025
Letter from the City Commission As Johnson City’s elected officials, it is our mission to enhance the quality of life of our citizens and to ensure we create an environment where we can all grow and thrive. The commission strives each day to guarantee that our city is run in the most efficient way possible while fulfilling the mandate you have given us to serve the community. While we continue to meet challenges, Johnson City cannot lose sight of our future. Our city and citizens are resilient, and we continue to see innovation occur. We are an economic, health care and educational hub of our region, making us a central engine to the Appalachian Highlands. Our natural beauty and outdoor attractions not only benefit our citizens but bring visitors from all over the world. With these advantages and because of our community, Johnson City is a place where individuals, families and businesses can grow and thrive. We must take advantage and capitalize on all of these assets to ensure we remain a destination for investment, tourism and population growth. As a result, and with input from citizens, businesses and strategic partners, we have created a roadmap for the future. We believe our city is poised for new growth and that we must lay the groundwork now for our children and grandchildren to enjoy this great city that we call home far into the future.
We are pleased to present to you this strategic plan, which we believe will pave the way for our city’s future development and growth in the region. Sincerely,
Mayor Joe Wise
Vice Mayor Todd Fowler
Commissioner Jenny Brock
Commissioner John Hunter
Commissioner Aaron T. Murphy
The Process Throughout the process, the Johnson City Commission and city staff consulted the Community Livability Report conducted by the National Research Center, the Johnson City Final Brand Report, the TVA Economic Development Community Development Report, the city’s Vision 2020 presentation, and held in-person and virtual meetings to develop and refine priorities. The strategic plan draws from the input from citizens, businesses and strategic partners on what is most important to our community as we look to the future – not just immediate needs, but where we want to be long-term as a regional leader.
Our Vision Johnson City is poised for continued growth and revitalization. From the lifestyle advantages afforded to us by our natural assets and outdoor amenities, to a low cost-of-living, outstanding public schools, a distinguished regional university, an innovative health care sector, and robust technology infrastructure, Johnson City holds the keys to its future – a future in which we retain and attract the best and brightest people and industries, and work together toward a shared vision so all our citizens can experience prosperity.
Through this process – and with this vision in mind – four areas of focus emerged:
• ECONOMIC VITALITY • QUALITY OF PLACE • FUTURE READY INFRASTRUCTURE • EXCELLENCE IN CITY GOVERNMENT All of our goals fit in at least one of these categories, making it clear that they are the primary objectives for the betterment of our city. Those goals and the action steps that will be taken to achieve them are found within this plan.
We must remain focused on our goal to move Johnson City forward through a strategic and intentional focus on economic growth, while creatively managing current external forces on the economy. Supporting our educational systems is critical to economic vitality. What we hope to achieve
How we will achieve it
• Support existing businesses and increase talent retention efforts • Recruit and attract new businesses with focus on remote workers • Cultivate a local entrepreneurial ecosystem and prepare our workforce for 21st Century jobs • Encourage economic development in traditionally underserved areas • Maintain a resilient economy during challenging times
• Identify opportunities where city government can improve support for local business and investment by reviewing local policies, procedures and ordinances • Strategically promote the benefits of the region and business environment by working with regional partners, including the Convention and Visitors Bureau, Chamber of Commerce, etc. • Appoint a diverse strategic economic opportunity team with a dedicated liaison within city government to ensure efforts are coordinated • Assemble all resources to focus strategies on sectors and populations hardest hit by the downturn in economic activity • Pursue all funding and investment resources made available by government and the private sector (Opportunity Zones, outside investment, etc.)
Johnson City has much to offer, not only from an economic development standpoint, but also from the excellent educational systems, health care and recreational amenities available in the community. What we hope to achieve
How we will achieve it
• Continued growth in educational excellence in K-12, vocational training and higher education • Increase downtown footprint and vibrancy • Enhance cultural experiences and opportunities through the arts • Promote our community as a safe place where children can grow and thrive • Continue investment in outdoor attractions to make us a destination city • Encourage mix of housing options • Ensure adequate services to support working families • Gain a reputation as an equitable city for all citizens
• Ensure appropriate funding for Johnson City Schools • Continue investment in the West Walnut Corridor redevelopment and promote the downtown district as a destination • Extend ongoing investment in Johnson City Public Art and other initiatives that beautify our city and expand access to the arts • Seek UNICEF certification as a Child Friendly City • Promote Tannery Knobs and other bike trails through the CVB while expanding other locations like the Buffalo Mountain trails • Encourage property developers to offer housing and grocery options to target demographic growth and support underserved areas • Support childcare initiatives and examine best practices where regulatory hurdles exist • Continue in making our community safe for all and engage with citizens throughout the process
We must have the proper infrastructure to encourage investment in the new economy and be prepared for growth. What we hope to achieve
How we will achieve it
• Widespread 10G broadband access and infrastructure ready for the adoption of 5G • Continue investment in the maintenance and upgrade of essential infrastructure including water, sewer, stormwater, sidewalks, streets, etc. • Continue to support a “best in class” educational system for K-12, vocational training and higher education • Minimize the impact of our city on the environment • Create an infrastructure for electric vehicles and renewable energy sources for power generation
• Continued partnership with BrightRidge and cellular partners to invest in strategic infrastructure for the city • Explore funding sources at the state and federal level to help offset the cost to local taxpayers • Appropriate funding of Johnson City Schools along with investment in workforce development and educational alignment • Create a citywide sustainability plan • Encourage investment through incentives to developers and continue support of BrightRidge’s efforts in the region
Johnson City government must remain focused on effective and efficient operations and create a business and citizenry friendly environment. What we hope to achieve
How we will achieve it
• Establish a welcoming and well-qualified city staff organization that resembles the demographic makeup of our community • City administration and elected leaders use both quantitative and qualitative data in decision making process • Improve both internal and external city government customer service • Maintain city’s strong financial position • Create a culture of employee empowerment, openness, and feedback
• Identify possible barriers for recruitment, create a pipeline with universities, and develop a succession plan • Development of a city effectiveness “DASHBOARD” with metrics for senior leadership and the commission • Develop and implement post-interaction satisfaction surveys for measuring success • Continue wise and fiscally responsible investments in our city consistent with past leadership • Encourage “out of the box” thinking and invest in employee training and education
Community Partners and Stakeholders A strong community is not built by government alone. Each of our mission critical partners will play a vital role in the planning and future development of our city and region. Their support in working toward a common goal is crucial to our future success. These partners include both elected and non-elected officials, associations, institutions, organizations, and groups throughout the Appalachian Highlands region. This must be done in a way that does not duplicate efforts but instead works in a collaborative way to meet our common goals.
Conclusion City leadership, staff and partners will be creative, innovative and bold in putting this strategic plan into action. The success of the plan should be easily recognized and tangible, with a measurable increase in residents, businesses and visitors, while improving the quality of the place where our citizens live.
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