Central City Comprehensive Plan

Acknowledgments

With special thanks to: The participant who provided feedback to help define the final recommendations of this document.

Prepared for:

Central City

137 Fourth Street North Central City, Iowa 52214

Prepared by:

MSA Professional Services, Inc.

1555 SE Delaware Avenue, Suite F

Ankeny, Iowa 50021

MSA Project Team

Chris Janson, AICP

Jim Holz, AICP

Shawn O’Shea, AICP

Claire Michelson

Joseph Elsinger, PE

Sarah Runkel

Planning and Zoning Commission

Dave Hoyt - Chairperson

Rosie Weaver - Secretary

Dave Appelhans - Commission Member

Chris Oldfather - Commission Member

Doug Decker - Commission Member

City Staff

Shelley Annis - City Administrator

Trevyn Cunningham - Public Works Director

City Council

Adam Griggs - Mayor

Jason Levenhagen - Councilmember/Mayor Pro Tem

Chris Arthur - Councilmember

Chad Watkinson - Councilmember

Dustin Moyer - Councilmember

Collin McNamara - Councilmember

Scott Whitson - Former Councilmember

Steering Committee

Aaron Batchelder - Linn County Conservation

Don Gray - Mainstreet

Don Hogan - Don Hogan Construction

Eric Heims - Ohnward Bank

Jason Maclaughlin - CCSD

Paula Kounse - Parks and Recreation Board

Susan Clark - Linn County Fair Board

*Nancy Goodlove - Historical Society

Chapter 1 Introduction and Overview

Plan Overview

Central City is a flourishing, safe community along the Wapsipinicon River. It’s citizens and businesses value education, health, public safety and enjoy the natural beauty of the area thanks to the Wapsipinicon Valley and the many recreational assets of the City. As residents and businesses come and go, and economic trends rise and fall, changes will occur. Central City continues to place value on long-range planning to ensure the community of today evolves to meet the anticipated needs of the future. The purpose of this 2040 Comprehensive Plan for Central City is to establish a shared vision for the community to guide future actions and decisions and assist in projecting and managing growth, change, public improvements, and redevelopment in the community.

This guidance provides predictability and consistency over time, which encourages investment. Communities plan so they can act and react in a changing world with a confident understanding of their common values and goals.

The difference between this Comprehensive Plan and a zoning ordinance is that the former sets forth the objectives and goals of the community with respect to land use, while the latter is a regulatory device through which the plans goals and policies are carried out or achieved. Other ordinances, such as subdivision regulations are also utilized to carry out the goals of the Comprehensive Plan.

The City’s future growth that will be guided by this Comprehensive Plan, will be driven by the City’s leader in K-12 education, industrial growth, commercial growth, continued reinvestment in Downtown, as well as its proximity to services, education, commerce, and innovation. The regional abundance of quality recreation and opportunities also adds to the quality of life experienced by residents.

This plan is an active part of the community’s efforts to attract people and businesses to the City’s unique feel and development opportunities. The content within this plan sets to create the best version of the City for the future generations to live, work, play, stay, and learn.

The organization of the plan is based on the planning process and is divided into five chapters plus several important appendices.

Plan Organization

Chapter 1: Introduction and Overview

This chapter examines the role of the plan, the planning area boundaries, regional context, and key community indicators.

Chapter 2: Plan Process and Engagement

This chapter outlines the planning process, a description of public participation methods and a summary of feedback from all engagement activities.

Chapter 3: Community Elements - Vision, Goals, and Strategies

This chapter presents a vision for the future and describes the goals and strategies to achieve that vision. The elements of community infrastructure, housing, recreation, transportation, employment & economy, agricultural & natural resources, and intergovernmental collaboration are all addressed.

Chapter 4: Land Use and Growth Management

This chapter considers future growth forecast, existing land use, land use goals and strategies, the future land use map, how to amend the future land use map, design recommendations, and guidelines for buildings and sites.

Chapter 5: Implementation and Action Plan

This chapter outlines how the vision and goals of the plan are implemented in everyday decisions and annual goal setting and budgeting, and how the Plan should be amended when necessary.

Appendix A: Community Profile

This appendix incorporates a summary of current conditions and recent trends in Linn County and Central City.

Appendix B: Survey Results

This appendix consists of the full results of communitywide surveys, and collaborative mapping application included in the community engagement step of the planning process.

Appendix C: Central City & Springville - 2021 Joint Housing Needs & Market Demand Strategy

This appendix consists of the completed 2021 Joint Housing Needs & Market Demand Strategy for Central City & Springville.

The Plan as a “Living Guide”

This Comprehensive Plan update is an effort to reinforce the long-standing planning priorities of the community while recognizing changing conditions, trends, and new issues. At its best, the City’s Comprehensive Plan reflects a shared vision for the future of Central City.

This planning document is a “living guide” for growth and change in Central City. The Comprehensive Plan provides specific recommendations that directly manage community growth and development. To utilize the full potential of the plan, it should be used to:

1. Guide City officials and staff to assist with a variety of land use planning related and growth planning tasks.

2. Guide businesses, property owners, and residents in assisting them in determining potential property use, land use changes in the surrounding area, and understanding infrastructure improvements.

3. Guide developers with property acquisition and the coordination of plans with the community’s goals, regulations, and infrastructure plans.

4. Assist and coordinate with neighboring jurisdictions on issues and topics of mutual interest.

History of Central City Iowa

In August 1839, Joseph Clark and family arrived at what would become Central City. The place had long been known as Clark’s Ford. It was here that Mr. Clark erected a primitive grist mill by selecting a hollow gum and placing a stone in the trunk of a tree, upon which another stone was placed. The mill was operated by a long sweep and turned on a pivot. Using this primitive mill, enough meal was ground out to supply the family.

A Methodist class was established in 1854 in a town then known as Clarksford. In 1856, along with the organization of Jordan’s Grove Baptist Church, the village of Central City was surveyed and a dam was built across the river.

Central City was formally established in 1857. The name Central City refers to its location within proximity to railroads, East Main Street, and North Fourth Street. These two corridors were part of an early road system that were important transportation in Eastern Iowa because it linked the cities of Marion, Manchester, and Dubuque. Early business leaders in the community were successful in getting the Illinois Central Railroad to lay its tracks through town, which were completed in 1887. The commercial district was destroyed in a fire in 1889, but was soon reestablished by local entrepreneurs.

Central City’s first newspaper was the Central City News-Letter, which began circulation in 1888. At this time, Central City had a population of 600 people, was home to fourteen businesses, two lumber yards, three churches, one bank, and a full twelve-grade school.

Over the 20th century, the City continued to grow and by 2000 had a population of 1,257. The local economy continues to thrive, and the community supports various spiritual and religious activity which is a pillar of the robust social and cultural identity.

Community Overview

Central City is located in Linn County, Iowa. Central City is in close proximity to two larger communities: Cedar Rapids area (Pop. 190,000), and the Waterloo, Cedar Falls area (Approx. Pop. 110,000). Central City is in a great location for residents who want small town character and job opportunities in the community as well as an easy commute to nearby larger communities for work, entertainment, and services. Central City strives to provide a high quality of life and remain a safe and attractive community.

Central City will continue to be a vital, safe community with a healthy environment that evokes community pride and supports a healthy and prosperous life for those who chose to make Central City their home.

The planning area for this Comprehensive Plan includes all lands in which the City, as well as some outside for potential future growth and is outlined in red on the map on the following pages.

Regional Context

Central City is located within the Northeast corner of Linn County, Iowa. Central City is in a great location for residents to reside in a small town and easily commute to nearby areas for work, entertainment, and play. Central City strives to provide a high quality of life and remain a great location to live and do business in. Central City is about 20 miles from the Cedar Rapids metro area which has a population of around 180,000.

Key Indicators Population

TRENDS AND KEY INDICATORS

Central City, IA 3

A careful examination of population trends in Central City provides a foundation for the land use planning process and implementation of the plan. Understanding past and future population growth is an important step towards appropriate resource allocation. According to the US Census, Central City has increased in population from 1,260 in 2010 to an estimated 1,413 in 2019. The number of households has also increased for the City from 508 in 2010 to an estimated 546 in 2019. The City’s population and number of households are projected to continue growing through 2024 as shown in the chart below.

Historical Trends: Population

Age Distribution

Age distribution is an important data set for the City to know so that it can be aware of which age groups are larger and adapt to the needs of different age groups throughout the community. In 2019 the median age in the Township was 43.2, which is significantly higher than the state average of 39.1. Overall the age group distribution is similar to the States, and shown with the black line on the chart Central City is pretty similar to Linn County as well. Notably, Central City has lower number of persons by 2% between 0-14 compared to the county . The City has a higher percentage of females 30-34 at 7% compared to the county at 6% and males 35-39, 8.1% compared to the county 6.8 % as well as the age groups 6079. This higher percentage of seniors offers advantages for Central City but also presents important challenges when it comes to planning for schools, housing, community facilities, and transportation. These challenges will be addressed in further detail of the plan.

Employment

Employment information is an important indicator of current economic conditions and potential economic growth opportunities for the residents and businesses of Central City. The majority of Thomson Township’s residents have jobs classified as white collar positions, followed by blue collar and services. The unemployment rate is high, and estimated 10.9 %. The largest labor force is Office/ Administration followed by Production. The Office/Administration sector is much higher than the County but there are many other categories that are much smaller in the area than the county such as Sales, and Management. Many local workers commute throughout the surrounding region for work.

Chapter 2 Plan Process and Engagement

The Plan Process

A transparent public participation process is the foundation to a successful plan. The planning process for the development of the 2040 Central City Comprehensive Plan included seeking the involvement of residents, business owners, and other stakeholders across the community to create a vision and set goals for growth and improvement. Great engagement is essential to creating a plan and gathering support for successful implementation of a plan’s goals and actions.

The development of the 2040 Central City Comprehensive Plan included the following engagement activities to help develop a vision, establish goals, and develop actions for implementation:

• Comprehensive Plan Steering Committee

• Public Workshop with (SWOT) Strengths

Weaknesses Opportunities Threats Analysis

• SWOT Community Survey

• Pop-Up Meeting At Central City Schools

Football Game

• Key Stakeholder Interviews

• Draft Plan Review Open House

The Plan Process Timeline

Period

June - July 2020

August – October

November 2020 -

March 2021

April - July 2021

August - October 2021

December 2021 -

May 2021

Tasks and Meetings

• Existing Conditions, Survey, Crowdsource Map, and Website

• Steering Committee Meeting #1

• Survey & Crowdsource Mapping

• Hybrid Community Input Workshop

• Pop-Up Meeting

• Pause Plan Engagement for Housing Study

• Housing Study Engagement (December)

• Steering Committee #2 - Future Land Use Mapping

• Revise Future Land Use Map

• Complete Draft Plan

• Draft Plan Open House/Online Open House

• Steering Committee Meeting #3 – Recommendation for Adoption

• Planning and Zoning Commission Review and Recommendation for Adoption

• City Council Review and Adoption

Sticky-Wall in Use at Community Input Workshop

Public Engagement Activities

The public engagement process is integral to the results of the plan and guides future implementation of the goals and policies recommended in this document. Although the Covid-19 Pandemic created an untraditional situation with limited in person meetings, we were still able to gather feedback. Various engagement methods were performed to provide multiple opportunities for stakeholders to provide quality feedback online. The methods ranged from an online community survey available to all, hybrid in-person/virtual meetings, a Pop-Up meeting at a socially distanced football game, media postings, and online stakeholder focused group interviews. There were multiple stages of input varying in type in order to receive quality feedback. In the beginning word of the project was spread to create awareness and excitement. From that momentum feedback was gathered in various types to help form the plan’s goals and strategies.

Comprehensive Plan Steering Committee

The Comprehensive Plan Steering Committee was established to oversee the process and ensure that the established goals and objectives of the process are being accomplished. The Committee was the primary review and advisory body throughout the planning process. Three hybrid meetings of the Committee were held during the planning process and all were open to the public. All presentation materials were posted on the project website for public access

Project Website

A project website was developed where posts and feedback were shared such as the project schedule, draft documents, meeting notices and copies of presentation materials. The website also provided a venue to share comments throughout the planning process, and provide an easy way for citizens to contact the project team with questions. This aspect of the communication and participation strategy was important for transparency, as well as sharing information with stakeholders.

Community Survey

A community survey was created and available to community members early in the planning process. The survey was one of several tools used to gather the information from the community related to perceived Strengths, Weaknesses, Opportunities, and Threat; also known as a SWOT Analysis. The broadness of the questions allowed us to analyze big and small picture information about the City and community members views and thoughts of it in the three categories of Beautification, Development and Mobility. This was administered through ESRI’s Survey123, which is formatted to allow users to take via computer, tablet or smartphone. Participants were invited to respond via a link through the project website as well as fliers that were distributed via City social media sites.

Cooperative Mapping Application

A cooperative map is a unique mapping application that allows a community to collaboratively map assets, issues, opportunities and questions related to the community and growth. This application was useful for this process as Central City is looking for areas that it may expand as the population grows and more housing is needed. Many residents gave feedback on ideas where new development could go in the community.

Pop-Up Meeting

In October of 2020, MSA hosted a Pop-Up meeting booth outside a Central City Varsity Football game to gather feedback from game attendees. Attendees were asked about issues and opportunities concerning the future growth of Central City. Maps were also available to help identify were future growth could occur and what that growth would entail.

Draft Plan Open House

In late August of 2021 an in-person Draft Plan Open House was held at the Senior Dining Center in Central City. The event was well attended and included several stations with plan information for public review related to Land Use & Growth, Mobility, Infrastructure, Goals & Strategies, and Parks & Recreation.

The Draft Plan Open House started with some free time for attendees to check-out the plan stations and ask questions about the planning process. The consultant team then lead a short presentation covering the benefits of comprehensive planning, Central City’s Comprehensive Planning process, and then a brief overview of the planning document. The evening finished with another opportunity for attendees to review the stations, add comments to the materials, and provide the City with implementation ideas.

Attendees, especially those outside the current City limits, were most concerned about the character of growth outside the current City limits. Attendees were also concerned about proposed land uses in new development areas, and infrastructure growth capacities.

What We Heard - Engagement Overview

Offer More Diverse Housing Options

A concern with residents is the lack of one level, low maintenance housing such as townhouses and other similar housing products. A majority of the existing homes in the community are single-family detached homes on larger lots that require a lot of care and upkeep. The rental options in the community are limited which is a concern for younger people that might not be able to afford a detached single family home.

Improve the Overall Maintenance and Attractiveness of the City

Overall maintenance and community image play a large role in establishing community character. Road improvements and paving was brought up consistently throughout the process. Many also expressed a need for exterior/ facade improvements on many buildings in commercial areas.

Enhance and Grow Recreation Opportunities

Residents value their proximity to area rivers, lakes, woods and other natural features. Respondents seek to establish and expand access to waterways, especially the Wapsipinicon River and improve the existing parks. There were many ideas on how to better utilize the park areas as well as suggestions for looping the trail around the City.

Update Community-Based Utilities

Respondents often when asked about the weaknesses of Central City mentioned water and sewer utilities across the community. They expressed concern with current and future water pressure and capacity in new growth areas. The updating of a public water service and an expansion of available sewer service would also attract development.

Maintain Safe Attractive Neighborhoods

Safe was a word consistently used when residents were describing the strengths of the community. Central City is all around a safe place for people to walk and bicycle. The biggest concern with safety was safe routes to school does not extend all directions from the school and some children do not have the safest walking or biking route.

Investment in Commercial Areas and Downtown

Residents were excited about reinvestment in Downtown Central City and the benefits a vibrant and growing downtown brings to the community. Residents were also supportive of additional commercial and industrial growth along the Highway 13 corridor and general growth of the community.

Public Feedback: SWOT Analysis Summary

The following pages include the responses from all three SWOT Analysis that were performed throughout this process: (1) Steering Committee Meeting, (2) Community Input Workshop, and (3) the Online Survey that was administered.

Development

Strengths

- Room To Grow

- Empty Lots

- Community Support for Businesses (4)

- K-12 School System Creates a Need for Housing (3)

- New Businesses (3)

- Improved Main Street and Continuing to Approve (4)

- New Streets

- Small Town Living/Character (2)

- Great Location on Highway 13 (5)

- Golf Course (5)

- Busy and Popular Park and Campground

- Entertainment and Dining (2)

- With Businesses Comes Jobs

- Recreation Attraction (3)

- There are Small and Large Business Opportunities (3)

Opportunities

- Work to Get Smaller Businesses to Locate

- Improve Street Lighting

- Pave More Roads with Chip Seal

- Update Sewer System

- Land opportunities on Outskirts of City to Grow (4)

- Vacant Buildings are Opportunities for Growth (2)

- High Demand for Property

- Use Natural Resources to Curate Innovative Development (2)

- Dog Park

- Outside sitting Areas

- Ice Cream Shop (2)

- Coffee Shop (3)

- Bakery (2)

- Solicit Businesses for Downtown not just on Highway

- City Pool

Development Continued

Weaknesses

- Water and Sewer Need Updated (3)

- Drainage Issues

- Small and Large Business Opportunities

- Develop Better Central City History Communication

- Not Enough Rental Opportunities

- Downtown Buildings Not Used Effectively

- Law Enforcement

- Lack of Affordable Housing (6)

- Buildings in Need of Repair (2)

- Cost of Development

- Cost of Housing (2)

- Assisted Living Options

- School Expansion for Future Growth (2)

- Street/Sidewalk Infrastructure in Disrepair (6)

- Need more Housing (7)

- Few Incentives for Developers to Choose Central City

- Downtown Doesn’t Draw Enough

- Cost of Commercial Locations

- Small Businesses Don’t Stay Open Long (2)

- Need More Development Along the Highway For Publicity

Threats

- Cost of Development (4)

- Cost of Development for City

- Reluctant Property Owners

- Limited Areas for Growth and Development (5)

- Not Enough Land Available (13)

Mobility

Strengths

- Highway 13 is Being Improved

- Walkable and Easy to Get Around (2)

- Partial Trail Connection to County Park

- Trails and Connections Throughout the City (9)

- Highway 13 Access (8)

- River Access (4)

- Nature Trail (2)

- Paved Roads

- Easy Access to Cedar Rapids Metro (7)

- Use of Golf Carts Around Town (3)

- Easy Access for School Area

- Good Sidewalks (2)

- Clean Alleys

- Downtown Accessibility for All (2)

Opportunities

- Better Access to Businesses for Handicap People

- Potential Water Trail from County Park to Downtown Businesses

- Continue City Trail Loop with County Park

- Connect with Other Trail Systems and Expand (6)

- River Trails (2)

- Improve Sidewalks

- Work With County to Expand Cedar Valley Nature Trail to Central City

Weaknesses

- Need Public Transportation

- Downtown Businesses are Not Accessible for All (5)

- City Divided By River

- Access to the Trails

- City Divided by Highway 13

- Access to the River In Town

- City Divided By Railroad

- Dead ends and Cul de Sacs

- Sidewalks In Disrepair (11)

- Areas Without Sidewalks (10)

- Roads Need Curb and Gutter

- Limited Parking and Handicap Parking Downtown (3)

- ATV/UTV’s in Town

- No Safe Way to Cross Highway 13 Other Than the North Trail

Beautification

Strengths

- Historical Buildings Give Character (8)

- Downtown Area is Clean (6)

- Streetscape is Up-kept (2)

- Quality of Life

- Businesses For A Small Town

- Benches Throughout Path

- River Walk (2)

- Decent Tree Cover

- Attractive Single Family Homes (2)

- Access to State Park (2)

- Trail and Access (6)

- Lots of Green Space and Parks (10)

- Parks are Maintained (2)

- Splash (2)

- Fairgrounds

- The River (5)

- Decorative Street Lights

- Flowers (2)

- Campground

- Damn Opportunities

- Add Green Space to Future Developments

- Trail Expansion

- Loop Trail with County

- Rehab Downtown Buildings (2)

- Trail Access to County Park (3)

- Continue to Improve Streetscaping

- Add More Wayfinding Signage

- Unify Mainstreet

- Add More Flowers

- Add Outdoor Restaurants

- Add More Dog bags and Trash Cans of Paths

- Damn Projects (4)

Weaknesses

- Lack of Trail Lighting

- Color Needed Downtown

- Not Enough Flower Baskets

- Inconsistent Standards of Storefronts and Signs

- Condition of Ditches

- Condition of Infrastructure

- Streets Need Updating (3)

- Trail Ends at the Park

- Downtown Hardscape Needs to be Enhanced

- Ordinances Related to Beautification are Not Enforced

- Nuisance Properties

- Dilapidated Properties (4)

Threat

- Sleeper Community

- People Bypass

- Not Enough Funding Mechanisms

- Room For Growth

Public Feedback - Crowdsource Mapping

The project website featured a Crowdsource Map, which provided an opportunity for residents to map their thoughts online regarding community issues and opportunities. That feedback is summarized below on the map.

The majority of respondents pointed out the condition of this road as poor and needing immediate repair.

The general consensus for this area of Central City was that it would be good for additional commercial development if the land were to become available.

These two areas were heavily pointed out for potential future residential development land and expansion for the City.

This area was suggested for further residential development with a suggestion of homes along the golf course.

Public Feedback - Community Survey Overview

Below are several of the survey results from the community via the Community Survey distributed on the project website. Hard copies were also available at City Hall. The full results are available in Appendix B.

Community Vision

Each of the following elements of this chapter, as well as the Land Use Goals and Strategies of Chapter 4, contains goals and strategies established through the planning process based on feedback from engagement activities, Steering Committee input, and the a review of existing conditions.

What are goals and strategies?

Goal

A long term target that states what the community wants to accomplish. Written in general terms, the statement offers a desired condition through implementation.

Strategy

A strategy is a statement that identifies a course of action to achieve a goal. They are more specific than goals and are usually attainable through planning and implementation through direct action.

The goals of this chapter are summarized on the next page and then expanded upon along with corresponding strategies on the following pages.

Goals for the Future

Community Infrastructure

1. Maintain reliable, quality services, utilities, and facilities to encourage growth and reinvestment.

2. Ensure that public facilities and services meet the needs of residents and businesses, especially as new development increases demand for those facilities and services.

Recreation

1. Develop and support a comprehensive system of safe, aesthetically pleasing and useful parks, preserves, green-way corridors and trails that are geographically located throughout the community.

2. Continue partnerships with Linn County, the State of Iowa, adjacent cities, school districts, churches and civic organizations to provide recreation facilities and programs.

Economy & Employment

1. Improve visibility and access to business in Central City.

2. Support strategic economic growth within the Downtown area and provide additional retailers, businesses and services for the community.

3. Provide long range development guidelines for development along Highway 13.

Intergovernmental Collaboration

1. Central City will maintain mutually beneficial relationships and partnerships with neighboring cities, counties and municipalities as well as state and federal agencies.

Resiliency

1. Encourage sustainable practices throughout the community including development and infrastructure methods.

2. Follow the Linn County Hazard Mitigation Plan.

Housing

1. Strengthen housing and community character by encouraging the maintenance and improvement of the existing housing stock and properties throughout the community.

2. Retain and attract people including young professionals, families, and retirees by supporting a range of housing options.

Transportation

1. Provide guidance for safe, efficient, coordinated and convenient multi-modal transportation system that is integrated with anticipated land use and development plans, and that protects and enhances natural resources.

2. Develop a comprehensive system that provides mobility for alternative modes of transportation effectively throughout the City.

Agricultural & Natural Resources

1. Manage, enhance and preserve unique land and water resources by preserving the natural environment by avoiding development on high value wetlands and floodplains.

2. Protect and enhance the natural settings unique to the character of the City.

3. Address incompatibility between agricultural and residential land by protecting existing active farms in the Rural Lands.

Community Infrastructure Goals & Strategies

Public and private utilities are a fundamental need for growing and sustaining a community and important to the residents of Central City. Without updated utilities, the continued growth of the City could stall. The current water and wastewater systems cover the city. There are issues with water pressure on the west side of Highway 13. Below are some goals and strategies to help overcome these challenges and others related to the community’s infrastructure.

Community Infrastructure Goal #1

Maintain reliable and high quality services, utilities, and facilities to encourage growth and reinvestment.

Strategies:

1. Require industrial wastewater pretreatment and pollution prevention as industrial development occurs in the City.

2. Maintain adequate surface drainage and stormwater facilities so Central City is a safe and environmentally conscious community by completing a stormwater management plan for the City.

3. Complete a drinking water system analysis that includes planning for increase water pressure to service continued development of the community.

Community Infrastructure Goal #2

Ensure that public facilities and services continue to meet the needs of residents and businesses, especially as new development increases demand for those facilities and services.

Strategies:

1. Encourage logical, cost-efficient expansion of utilities to serve new developments and seek to partner with petitioners and surrounding property owners to finance extensions.

2. Determine the capacity of development on the current sewer and water for service expansion and capacity increases that will be needed to serve the forecasted population, household, and business growth.

Recreation Goals & Strategies

Central City’s access to recreation ranks very high on the list of contributions towards and improved quality of life. Many survey respondents cited parks, trails, and waterways as important strengths of the community. These recreational strengths provide residents and visitors with a higher quality of life and they will help keep the City growing and thriving. Additionally, recreational opportunities add economic value, positively affect property value, tourism and commerce. Below are some goals and strategies to support recreation, parks and trails in and around Central City.

Recreation Goal #1

Develop and support a linked system of safe, aesthetically pleasing and useful parks, preserves, green-way corridors, and trails that are geographically located throughout the community.

Strategies:

1. Complete a full assessment of the City’s park and trail system to identify area for improvement and expansion.

2. Continually plan for trail linkages to important community facilities, recreational assets, and neighborhoods.

3. Continually improve pedestrian and bicycle crossings in the community.

4. Through the development review process encourage new development that preserves natural features and expands recreational access for the neighborhoods, City residents and visitors.

5. Plan for water trail access for the Wapsipinicon River.

6. Plan for trail and recreational growth to the west across the Wapsipinican River and Highway 13, connecting with regional recreation and new neighborhoods.

Recreation Goal #2

Establish and continue partnerships with Linn County, the State of Iowa, adjacent cities, school districts, churches and civic organizations to provide recreation facilities and programs.

Strategies:

1. Promote regional recreational activities and outdoor events, especially those taking place in or near Central City.

2. Provide directional signage to and information about the recreational assets for visitors, employers, and potential residents.

3. Work with regional, county and state organizations to create a well connected regional trail system.

4. Support and promote a Iowa DNR recongnized Water Trail, or expansion of, along the Wapsipinican that connects with Central City.

Employment and Economy Goals & Strategies

Economic development is realized through the growth and retention of jobs, a diversity of business types, and increase in buying power, investment in the built environment, and a general improvement in the community’s quality of life. Creating economic prosperity requires the collaborative efforts of public and private entities and the support of the community overall.

The City recognizes the economic success and a focus on workforce development requires extensive collaboration with other public entities - the City will be an active partner in these efforts and will avoid duplication of services for efficiency purposes. Support for these efforts may include staff time, funding, policies, endorsement and promotion of projects.

Employment and Economy Goal #1

Improve visibility and access to business in Central City.

Strategies:

1. Promote Central City regionally as a unique place and welcome commerce and visitors as they spend time in the City.

2. Development of a cohesive way-finding signage to direct visitors and residents in the community to places of interest and commerce area.

3. Promote Highway 13 corridor and as the primary commercial routes for tourism and local commerce for visitors.

Employment and Economy Goal #2

Support strategic economic growth within the City and provide additional retailers, businesses and services for the community.

Strategies:

1. Focus on Downtown and the Highway 13 Corridor as a the primary economic growth areas of the community.

2. Establish design guidelines for businesses to address landscaping, aesthetics, lighting, no ise, parking and access.

3. Maintain strategies to promote sustainable economic development:

• Support public-private partnerships and work pro-actively with private business and land owners to facilitate investment in the community.

• Support the needs of the growing population with actively assisting new business opportunities to the City via programs, space and infrastructure.

• Maintain an adequate supply of land for commercial and industrial development.

Employment and Economy Goal #2

Provide long range development guidelines for Highway 13 corridor

Strategies:

1. Create a corridor plan or concept with future development options for Highway 13.

2. Utilize the created plan top promote continued commercial and industrial development along the corridor that is in character with the plans recommendations.

Intergovernmental Collaboration Goal & Strategies

Successful and economically vital communities are built from collaborative efforts among city businesses and organizations. They also form relationships with regional organizations, the State of Iowa and federal agencies. This section suggests the City’s strategy on collaboration with those entities and provides guidance on reaching out to new partners and maintaining existing relationships.

Intergovernmental Collaboration Goal

Central City will maintain mutually beneficial relationships and partnerships with neighboring city’s, counties and municipalities as well as state and federal agencies.

Strategies:

1. Coordinate with Linn County and surrounding areas to review proposed land use changes, transportation system changes, and utility changes that will have an impact on Central City.

2. Continue to support Central City Community Schools in their growth and community engagement activities.

• Support the school districts plans for building and site improvements.

• Partner with the school on land use, utility and transportation improvement planning.

• Continually engage the school district regarding community activities.

Resiliency Goal & Strategies

Resiliency Goal

Encourage sustainable practices throughout the community including development and infrastructure methods.

Strategy:

1. Encourage energy efficiency in buildings, lighting and infrastructure.

2. Promote education and awareness regarding hazards and risks in the community.

3. Protect and support the development practices that allow for the capture of sunlight for solar energy.

Housing Goals & Strategies

As the City grows and changes, housing demand will change to meet the needs of the market and desires of the current and potential residents. Housing is included in a comprehensive plan to provide guidance for City staff, officials and developers when considering additions to and renovations of the City’s housing stock. Character, market needs, and quality are important considerations when evaluating housing growth.

Housing Goal #1

Strengthen housing and community character by encouraging the maintenance and improvement of the existing housing stock and properties throughout the community.

Strategies:

1. Actively enforce code violations related to housing standards and property maintenance in accordance with existing ordinances.

2. Explore other housing density criteria instead of the current lot size based limits; take into account land use, topography, scenic views, and access to roads.

3. Consider allowing Accessory Dwelling Units, which are different allow flexible dwelling choices for elderly or other family members wanting to stay with family on rural homesteads.

Housing Goal #2

Retain and continue to attract people including young professionals, families, and retirees by supporting a range of housing options.

Strategies:

1. Utilize the Housing Needs Assessment to review current housing conditions, document current housing supply, define market demands, and decipher regional trends in an effort to better sync new housing development with current and future needs.

• Periodically analyze the housing needs of the region and promote appropriate programs, regulations, and incentives to meet these needs.

• If necessary, modify current land development regulations to expand the options for permitted housing types based on the Housing Needs Assessment.

2. Support Planned Unit Development and Conservation Subdivision that integrate a range of housing types, densities and costs, consistent with the character and vision of the Central City.

Life cycle housing is essential to keeping the elderly population in the area. One level duplexes are a great way to attain this.

Transportation Goals & Strategies

A community’s mobility network is perhaps the most defining feature and should be able to facilitate all modes of movement. Transportation is about the ability to readily and safely gain access to work, school, shopping, recreation, medical care and social gatherings. Central City is fortunate to have easy access to the Cedar Rapids metro. The City’s future transportation network should anticipate the needs of users of different types of transportation methods and ensure efficiency and safety across the system.

Transportation Goal #1

Provide guidance for safe, efficient, coordinated and convenient multimodal transportation system that is integrated with anticipated land use and development plans, and that protects and enhances natural resources.

Strategies:

1. Manage access and design of transportation network in order to effectively maintain the safety and functional integrity of streets.

• Analyze future road extensions and connections for future development areas to maintain proper street connections.

• Develop corridor plans before significant development or growth occurs to seek the appropriate balance among competing issues such as efficiency, safety for all users, property access and impacts on land uses.

2. Ensure new street networks adjacent to existing neighborhoods allow access to and from the established community.

3. Require traffic impact studies prior to approving new development that would significantly impact the transportation network.

4. Phase street improvements following a prioritized improvement plan to upgrade the existing City roads.

Transportation Goal #2

Develop a comprehensive system that provides mobility for alternative modes of transportation effectively throughout the City.

Strategies:

1. Complete a trail and recreation plan to help plan and identify funding for off-street trail network expansion.

2. Work with regional and state organizations to create a well connected regional trail system.

3. Request the installation of sidewalks in commercial areas when properties are redeveloped.

4. Evaluate the need to address alternative transportation modes and alternatives as the City grows and adds new infrastructure.

Ag and Natural Resources Goals & Strategies

Central City has many natural areas that are vital to the well being of the community and the health of the regional ecosystems. There is also productive agriculture in the area that provides economic growth and wealth. This section outlines the goals and strategies for preserving, protecting and restoring natural and agricultural resources. These systems are often interconnected and these strategies address water, land, wildlife, air, vegetation, food systems, and the welfare of the City’s resources.

Agriculture and Natural Resources Goal #1

To manage, enhance and preserve unique land and water resources by preserving the natural environment by avoiding development on high value wetlands and floodplains.

Strategies:

1. Protect floodplains as defined by FEMA and designated on FIRM maps from incompatible development.

2. Continue to protect wetlands from unmitigated negative impacts.

3. Support healthy watersheds

• Preserve the natural character of the watershed through green space acquisition, floodplain regulations, and drainage corridor and buffer protection.

• Support and encourage sustainable agricultural practices to protect watershed and water resource health.

Agriculture and Natural Resources Goal #2

Protect and enhance the natural settings unique to the character of the City

Strategies:

1. Continue to require areas of greenspace in new developments to provide for preservation and aesthetics.

2. Consider requiring conservation and/or comparable restoration of natural features during the development process including replacement of trees and natural waterways.

3. Explore ways of supporting and promoting community gardens, farmers markets and other similar community based food projects.

Agriculture and Natural Resources Goal #3

Address incompatibility between agricultural and residential land by protecting existing active farms.

Strategies:

1. Focus new small-lot residential development, commercial development and industrial development to the area within the Main Street area.

2. Support farming and other harvesting and agricultural operations throughout the City.

Existing Land Uses

The incorporated area of Central City is approximately 692 acres or about 1.08 square miles in size. The following table and map shows the current land use in Central City by existing land use category, as observed in the Fall of 2020. The largest category is Low Density Residential, which accounts for approximately 32.1% of land use in the community.

Medium Density Residential uses account for only 0.6% of the developed property in the community and will be an area with increased growth pressure in the future as more housing options are needed in Central City to serve the local housing market’s demand. Medium density owneroccupied and high-quality rentals housing options are especially attractive to single professionals, young families, single-parent families, and retirees.

The City has a large amount of land dedicated to Public/ Institutional, approximately 16.2%. This is mostly attributed to the large Central City Public School District Campus on the North side of the City and the Linn County Fairgrounds on the south end of the City.

Undeveloped areas are the fourth largest land use category at about 10.2% of the community’s area. This category included property inside the current City limits that is vacant and/or utilized for agricultural production. These properties provide opportunities for further development that would not require annexation but may require utility or infrastructure extension/improvements to support development.

Parks and Recreation makes up about 1.5% of the community. A growth in land use dedicated to recreational use is anticipated as the City continues to grow, adding new families and neighborhoods seeking additional areas and types of recreational opportunities. Meadowview Golf & Country Club, part of which is inside the City limits, accounts for 6.7% of the community’s land area.

Central City has roughly 11.1% of the land within the City limits dedicated to Commercial and Industrial uses. It is anticipated that as the community growths there will be additional land needed for commercial, light industrial, and agricultural industrial uses.

CENTRAL CITY 2020 EXISTING LAND USE

The chart above and Existing Land Use Map to the right, further detail the current use of property within Central City. The map below provides a closer look at the existing use of property in Downtown Central City. The chart and the map provide a clear picture on the current character of development types in the community but the picture is ever-changing as uses come and go.

Downtown Existing Land Uses

Downtown Central City

This is the area show to the right that is commonly referred to as ‘Downtown”. This is the heart of Central City . The area is boosted by the designated Central City Mainstreet organization. Active main street revitalization is one of the primary reasons for growth attraction in small towns.

Extraterritorial Land Use Planning

Partnering with Linn County for Smart Growth

Central City is in Linn County Iowa and the County, which has a current Comprehensive Plan and enforces a unified development code in the unincorporated areas surrounding Central City. Linn County is a key partner in the successful development of the community and in the protection of future urban growth opportunities.

The Existing Land Uses map on the next page shows the City of Central City and the two-mile extraterritorial area surrounding the City. The two mile boundary is dependent on the City boundaries and is modified anytime land is annexed into the City that extends the City limits. Because Linn County has zoning, the County has review authority over proposed development on all unincorporated property but Linn County is required to contact the City anytime a subdivision is proposed within the two-mile extraterritorial area. Most notable are the orange shaded ed areas surrounding central City. These areas have the designations of Non-Metro Urban Service Area (NMUSA) and Agricultural NMUSA (AANMUSA). These areas are described in the Linn County Code in the following way:

Sec. 107-137. - USR Urban Services Residential District.

Purpose. Urban service areas (USA) designated on the land use map are located adjacent to the county’s eighteen municipal areas, and will likely be needed for future urban development over the next 30 years. The metro urban services areas (MUSA) are those areas adjacent to the cities of Cedar Rapids, Marion, Hiawatha, and Robins; the non-metro urban service areas (NMUSA) are those areas surrounding the remaining fourteen incorporated cities. It is intended that the USAs be maintained primarily for agricultural use until such time as the land is needed for orderly city development and is annexed into the adjacent city. If land within the USAs is developed under county jurisdiction, it shall be developed in a manner compatible with the adjacent city. These goals are supported through the design of the LESA system scoring criteria, where points are awarded fairly readily and the required threshold score is relatively low. The USA goals are also achieved through the UDC zoning requirements (which place a maximum lot size on new development) and through the MLS standards. For more information concerning how the goals and objectives of the comprehensive plan relate to each zoning district, refer to Table 107-147-3 at the end of article VII of this chapter.

Linn County advises that if urban development is proposed in the NMUSA areas that it should be annexed. If annexation is not preferred, then proposed development in the unincorporated area within the NMUSA and potentially the two-mile extraterritorial area shall be reviewed and compatible with Central City growth planning.

Future Land Use Goals and Strategies

The Central City 2040 Comprehensive Plan promotes good development and reinvestment in property that will contribute to the overall quality of life of the community. Within the community, urban development is encouraged that supports Central City’s small town character and takes advantage of regional commerce, access to State Highway 13, and available infrastructure. Limiting potential land use conflicts in the along State Highway 13, the Floodplain of the Wapsipinicon River, and in Downtown Central City will continue to be a challenge.

Outside the existing City limits growth will occur where contingent land is available, is accessible, and municipal infrastructure can be extended at a reasonable cost. This land use plan, both map and text, provides guidance on both the anticipated and the unknown challenges facing Central City as it continues to grow through 2040. The following goals and strategies are focused on future growth of Central City and should be reviewed when considering development and reinvestment petitions where use of a property will change or intensify.

Growth Goal #1

Promote a gradual and sustainable increase in the population of Central City

Strategies:

1. Establish a list of lots owned by the public that are available for development and offer these free or at a reduced cost, to any family that will relocate to Central City and build a home.

2. Offer publicly owned buildable lots free or at a reduced price to speculative builders.

3. Provide free land for new light industry or commercial businesses that will provide local jobs.

Growth Goal #2

Seek to attract young families with children

Strategies:

1. Create a program to offer low-interest mortgages, property tax abatement, or cash incentives to families willing to relocate to Central City.

2. Utilize Low and Moderate Income funding to encourage families to reinvest in the community.

3. Work the school district and regional educational institutions to promote and offer job-training opportunities in Central City.

Land Use Goal #1

Establish a cohesive land use pattern that ensures compatibility and functional relationships among activities.

Strategies:

1. All future land development shall be consistent with Central City’s 2040 Comprehensive Plan and adopted development regulations.

2. Support development that builds on community strengths such as quality homes, connected neighborhoods, transportation access, neighborhood parks, environmental quality, open space,

strong residential neighborhoods, quality local government, and park amenities that match the character of Central City.

3. Property values shall be protected through the harmonious relationship of operating land uses, roads, and natural features.

4. Relate land use development to transportation systems of the community and region; ease of access to and from the City to the greater region is a crucial contributor to economic success and quality of life.

5. Support sufficient lot area and setback requirements for new development along major streets and highways to establish attractive street corridors, buffer yards and screening of adjacent land uses, natural noise barriers, and safe roadway intersections.

6. Provide land use transitions through site design, separation, and buffering or screening between distinctly different types of land uses.

7. Support changes in types of land use that occur either at center or mid-block points so that similar uses front on the same street, or at borders of areas separated by major man-made or natural barriers.

8. Encourage industrial site designs that integrate the facility with natural features of the land and provide an aesthetically attractive appearance.

9. Ensure that intensification of land use activity and development is accompanied by sufficient corresponding increases in related supportive and service facilities such as parks, off-street parking, potable water service, sanitary sewer system extension, fire and police protection, etc.

10. Provide information by request to local property owners of the regulations and programs that may assist them in the maintenance or renovation of their properties.

11. Examine requested land use changes in relation to adjoining land uses, site accessibility, utility availability, and consistency with the City’s Comprehensive Plan and development regulations.

12. All development proposals shall be analyzed on an individual basis and using this Comprehensive Plan and approved City Codes to determine the most appropriate uses within the context of the community as a whole.

Land Use Goal #2

Identify and reserve land within the community for commercial development that will provide goods, services and jobs to Central City residents and the region.

Strategies:

1. Locate new commercial uses along primary transportation corridors and in Downtown Central City to take advantage of rooftops, roadway access, utilities, visibility and other commercial uses.

2. Encourage and allow for upper story housing in Downtown Central City and in the developing commercial areas along State Highway 13.

3. Coordinate commercial land use planning with the access spacing guidelines of the City, Linn County and the Iowa Department of Transportation to ensure safe ingress and egress to the commercial sites while minimizing the disruption of roadway traffic.

4. Highway commercial developments must be approved respective of future highway improvements and right-of-way needs with regard to setbacks, lot size, access, frontage roads, and parking.

5. Spot or uncoordinated linear commercial development shall be discouraged in favor of a unified

development pattern.

6. Commercial and service centers shall be developed cohesively promoting highly interrelated and coordinated units with adequate off-street parking and appropriate regulated points of access.

7. Direct property access to highways shall be discouraged and the development of a frontage or backage road system shall be encouraged.

8. Protect residential neighborhoods from the potential negative impacts of highway commercial land uses through proper site design including, but not limited to, building orientation, setbacks, landscaping, controlled lighting, and controlled access.

9. Visual pollution from signs, utility lines and dilapidated structures is to be eliminated through the strict enforcement of Central City’s ordinances.

10. Promote commercial site clean up through community promotion of good practices and code enforcement where necessary.

11. Restrict outdoor storage or sales on commercial sites to approved designated and screened areas of the site.

Land Use Goal #3

Identify and reserve land for future industrial/warehousing as a means of expanding the Township’s tax base and providing local employment opportunities.

Strategies:

1. Continue to support and promote industrial development within the business park areas along State Highway 13 as an established area for industrial and business investment.

2. Continually identify areas for additional industrial growth that provides the following locational characteristics:

• The site should be reasonably level and offer a site area that is capable of accommodating industrial buildings and required ancillary activities (i.e., parking, shipping and receiving, outdoor storage, etc.).

• The site soils should be well drained and capable of bearing heavy loads.

• The site should be flood-free.

• The site should take advantage of available community transportation facilities such as State Highway 13 and other major thoroughfares.

• The site should be protected from residential encroachment or other incompatible land use neighbors.

3. Industrial areas should allow for further future industrial expansion.

4. New industrial sites must have sufficient lot area to accommodate building pads, required setbacks, utilities, screening, private wells, and sanitary sewer system connections or on-site treatment.

5. Industrial development shall provide adequate off-street parking and loading facilities.

6. Outside storage of equipment and materials shall be screened and landscaped to eliminate any visual impact.

7. Existing industrial uses and new industrial development shall not cause pollutants or contaminants to be emitted into the surrounding environment in excess of State and Federal regulations.

8. Promote the development of transitional land use between industrial land uses and residential

uses to provide buffering and separation in an effort to establish compatible land use patterns.

Land Use Goal #4

Utilizing extraterritorial review support the preservation of agricultural and significant environmental natural features by promoting conservation subdivisions and planned unit developments outside Central City.

Strategies:

1. Request that Linn County require natural resource inventory with all new subdivision applications that identifies wetlands, floodplains, water-bodies, steep slopes, and significant tree cover.

2. Request that the new subdivision’s features (i.e., street layout, lot configuration, building placement) are designed in a manner that is least disruptive to the land’s natural features.

3. Support conservation subdivisions in areas of environmental significance to create greenway corridors and/or conservation areas to preserve high value environmental areas. Conservation subdivisions should meet the following criteria:

• Utilize Planned Unit Development zoning as a tool supporting conservation subdivisions.

• Maintain an overall Rural Residential density and minimize the impact of a site’s natural features.

• Include reserve land resources for efficient future urban development and require ghost platting on preliminary plats.

• Identify the land characteristics required to support future urbanization.

• Allow no more than 25% of the developable land in a project to be developed, reserving larger future urbanization parcels.

• Provide, as a condition of approval, for the ability to rezone future urbanization parcels to a residential zoning classification at densities consistent with Central City’s policies at such time that urban services are available.

Population and Growth Forecasts

The following information is useful and is utilized in determining future land use needs. Growth forecasting predicts outcomes of when, where and how much population and household growth Central City can expect in the next 20 years.

According to United States Census, between 2010 and 2020 the population of Central City increased by 7 people to 1,264 people. This is an increase of about .006% per year or 0.6% over the 10 year timespan. Historically, the cumulative annual growth rate of the community is .086% or 8.6% every 10 years. Projections can also be made using linear growth calculations and exponential growth calculations as show in the table below.

To assist in future land use planning this plan using the average of the linear growth projections, exponential growth projections and the cumulative annual growth rate of .086%. The table below shows that the City of Central City has a projected population of 1,423 people in 2030 and1,512 people in 2040.

These charts below shows the observed and projected growth of Central City and the Cedar Rapids Metropolitan Area from 1940 through 2040. The City’s rate of historical and projected growth tracks the metro area’s historical and projected rate of growth, but at a slightly lower rate.

The Demand for Land

ESTIMATES OF FUTURE LAND USE NEEDS BASED ON PROJECTED POPULATION

Determining the minimum amount of land that should be planned for residential, commercial and industrial growth is an important step in identifying potential growth areas for Central City. The table above utilizes population projections from 2030 and 2040 (see Populations and Growth Forecasts). The table also identifies the current number of acres per 100 people and number of acres by land use classification (see Existing Land Uses).

Using the projected 2030 and 2040 population for the Central City, and the acres per 100 people, the table shows the project additional acres that need to be considered for Low Density Residential, Medium Density Residential, Commercial and Industrial development through 2040. The Additional Acres of Land Needed shown above serves as a minimum for guiding future development. These estimates and the projected acres needed by land use classification, shall be reviewed annually to ensure they are in-line with Central City’s projected needs.

There are a number of land use categories not included in the above projections. The reason for their exclusion is that the amount of acres within each of these categories is not directly dependent and cannot be easily projected from population growth.

CENTRAL CITY 2040 LAND USE

The Central City 2040 Future Land Use chart above, and Future Land Use maps on the previous and following pages, provide a guide for the proposed use of property in the community and extraterritorial areas through 2040. The map on the previous page focuses on the proposed and potential future city limits of Central City, while the map on the following page includes future land use planning for the entire area 2 miles around the current (2021) Central City municipal boundary.

Most of the Centrals City’s future growth will likely occur in housing and commerce; shown by increases in Low Density Residential, Medium Density Residential, Commercial and Industrial growth. The growth is directed within the existing City limits as well as within areas adjacent to the current City limits; primarily in areas where municipal utilities will be available. This plan directs that any new development within the City’s growth area, proposed outside the existing City limits, be annexed prior to development approval and shall be serviced with municipal sewer and water.

The amount of acres of property planned for Residential, Commercial and Industrial growth is more than the projected need for the City through 2040. This is deliberate as there are concerns about where and when growth may occur based on land availability and willingness of current agricultural operators/owner to develop or sell property for development. The Steering Committee reviewed a draft Future Land Use Map and selected additional areas of growth to allow for more flexibility in guiding future growth outside the current City limits.

Using the Future Land Use Map

The Future Land Use Map (opposite) identifies categories of similar use, character and density. These categories are described in the subsequent pages, including explanation of the City’s intent, as well as design and development strategies.

This map, and the corresponding text, are to be consulted whenever development is proposed. Development shall be consistent with the use category shown on the map and the corresponding text.

Where uses in this map differ from the current use, it is not the general intent of the City to compel a change in use. Except in rare instances when the City may actively facilitate redevelopment of a priority site, the City use of this map will be only reactive, guiding response to proposals submitted by property owners and petitioners.

Amending the Future Land Use Map

It may, from time to time, be appropriate to consider amendments to the Future Land Use Map. The following criteria should be considered before amending the map.

Agricultural

The total number of acres of agricultural land may continue to decrease surrounding Central City. The population of the City is projected to continue growing and additional property may be petitioned for rezoning to accommodate the development needed to support the growing population. This anticipated growth must be balanced against the goals of preserving agricultural land for the purposes of resource protection and maintaining agricultural contributions to the region.

Compatibility

The proposed development, or map amendment, will not have a substantial adverse effect upon adjacent property or the character of the area, with a particular emphasis on existing residential neighborhoods. A petitioner should indicate approaches that will minimize incompatibilities between uses.

Natural Resources

Proposed development should not include a negative or unmitigated impact on important natural features such as wetlands, floodplains, steep slopes, scenic vistas or significant woodlands. The proposed building envelope is not located within the setback of floodplain zones (raised above regional flood line) or shoreland zones. The proposed development will not result in undue water, air, light, or noise pollution in order to attribute to the small town

character. Petitioners shall indicate approaches that will preserve or enhance the most important and sensitive natural features of the proposed site.

Emergency Vehicle Access

The lay of the land will allow for construction of appropriate roads and/or driveways that are suitable for travel or access by emergency vehicles.

Ability to Provide Services

Provision of public facilities and services for new development will not place an unreasonable financial burden on the City. Petitioners may demonstrate to the City that the current level of services in the City, or region, including but not limited to school capacity, transportation system capacity, emergency services (police, fire, EMS), parks and recreation, storm water, and potentially sewer services or water services, are adequate to serve the proposed use. Petitioners shall also demonstrate how they will assist the City with any shortcomings in public services or facilities.

Public Need

There is a clear public need for the proposed change or unanticipated circumstances have resulted in a need for the change. The proposed development is likely to have a positive fiscal or social impact on the Township.

Adherence to Other Portions of this Plan

The proposed development is consistent with the general vision for the City and the goals and strategies of this Plan.

Future Land Use Categories

The future land use categories identify areas of similar use, character and density. These classifications are not zoning districts - they do not legally set performance criteria for land uses (i.e. setbacks, height restrictions, density, etc.). The strategies listed with each category are provided to help landowners and City officials make decisions during the development review process that are consistent with the intent of the land use category. The significant categories also feature design recommendations.

The categories designated on the 2040 Future Land Use Map are:

• County Park & Conservation

• Agricultural

• Acreage & Agriculture

• Golf Course + Residential

County Park & Conservation

• Parks & Recreation

• Low Density

Residential

• Medium Density

Residential

• Public & Institutional

This category includes conservation and recreational properties that are currently and will likely be under County control through 2040.

Agriculture

This category includes larger tracts of property that is likely to remain in agricultural production through 2040. If incorporated into the City the likely zoning would be A-1. All newly annexed areas should be zoned A-1 until a rezoning request has been processed.

Acreage and Agriculture

This category includes rural lands around the community and is intended to preserve land and rural character in areas deemed unlikely or infeasible for urban development prior to 2040. Conservation Subdivisions that could be incorporated into the urban fabric of Central City may be supported in the these areas. If incorporated into the City, the zoning would likely be A-1, R-1A or R-1.

Golf Course + Residential

This category includes current and potential golf course expansion with corresponding residential development in collaboration with course expansion and/or redevelopment. Residential development in this area could be of varying density and zoning.

Parks & Recreation

The Parks & Recreation land use designation includes active or passive parks such as playing fields, playgrounds, community centers, State Parks, and other appropriate recreational uses as well as includes undeveloped lands, trails, water areas and environmentally sensitives areas that are inside the City limits.

• Commercial

• Industrial

• Utility

• Mineral Extraction

Low Density Residential

Low Density Residential areas are located within Central City and are intended for single-dwelling or two-dwelling housing units with a maximum density of 4-6 units per acre. The primary zoning districts for Single-Family/Two-Family Residential is R-1 or R1-A.

Medium Density Residential

Medium Density Residential shall be located within Central City and are intended for multiple-dwelling housing units with a maximum density of 7-12 units per acre. The primary zoning district for MDR is R-3.

Public & Institutional

This land use designation includes public or semi-public facilities including but not limited to: governmental offices, police and fire facilities, clinics, educational institutions, and places of worship.

Commercial

Commercial areas of the community are located in Downtown Central City, around near State Highway 13, County Highway E16, and along the City’s other commercial corridors. The primary zoning districts for the City’s commercial areas are C-1 or C-3.

Industrial

The Industrial areas are intended for office, office-industrial, transportation, warehousing, storage and potentially other commercial uses exhibiting industrial characteristics. The primary zoning districts for industrial areas are M-1 or M-2

Utility

The Utilities land use designation accommodates land used or dedicated for public and private utilities, including pipelines, utility lines, power lines, water and wastewater facilities, electrical substations, broadband, and telephone.

Mineral Extraction

This land use category is primarily intended to encompass the existing sand quarry east of the City on Drexler Road. The property is expected to remain unincorporated through 2040.

Best Practice Design Strategies

The images and text below describe design strategies for General Commercial and Employment buildings and sites.

This example shows an office building with a primary facade using brick with stone as an accent material, meeting desired natural color palette.

The example above shows a raised parapet wall and cornice that extends back to give the perception of three-dimensional facade (desirable). The example on the right shows a “fake” parapet wall and cornice that is not three-dimensional (as it lacks depth).

Desired design for a retail building. The color palette includes natural and earth tones. Building uses brick (primary) and EIFS (secondary), and architectural details that breakdown the facade to human scale. There are varying building planes and heights.

An example of a commercial building using earth tones as the primary color with brighter accent color for awnings and roofing.

The images above illustrate techniques used to vary the facade heights along a long facade.

Left, retail building with primary facade using fiber cement siding with stone as an accent material. Right, retail building with primary facade using stone and brick with EIFS as an accent material. Both meeting a desired natural color palette.

An example of a high quality office building using variations in building color, projections and windows to break up long walls.

SINGLE-FAMILY & DUPLEX UNITS

A. Building setbacks will vary according to building type and lot size but should generally be consistent within a given block.

B. Homes should be designed with architectural details that provide visual interest and human scale for the street and the neighborhood. The mix of architectural themes or styles should generally be consistent within a neighborhood or development, but there should be variation in floor plan, facade design, and color choice to avoid monotony. Overly complicated rooflines with multiple pitches and hips and/or excessive gables can negatively impact a street and should be discouraged (see weak and desired design examples on the following page).

C. Utilize low fences, hedges or other landscaping to establish a layer of privacy behind a sidewalk and residence, if a sidewalk is present.

D. Incorporate covered front porch or at least a raised stoop, preferably covered and constructed with materials that relate to the overall design of the home.

E. Decorative fencing and/or landscaping that visually defines the single family lot at the street edge are encouraged.

F. Consider garage location and scale to avoid a “garage-scape” street appearance. Garages should extend no further than the front facade of the residence. If this is not feasible, garages should be turned 90 degrees with windows provided on the side of the garage facing the street.

MULTI-UNIT BUILDINGS

A. The front door should face the street and there should be a clear route to the door from the street or sidewalk.

B. The mix of architectural themes or styles should generally be consistent within a neighborhood or development, but there should be variation in floor plan, facade design, and color choice to avoid monotony. When adjacent to lower density residential buildings, larger buildings should incorporate strategies to minimize the apparent size of the building, including flat roofs instead of pitched roofs, deeper setbacks for upper stories, and/ or variation in the depth of the setback along the building facade. Large, undifferentiated building walls and roof-lines are strongly discouraged. Desired architectural details include projecting bays/porches and upper-level set-backs and offsets to the primary facade(s).

C. Building setbacks will vary according to building type and lot size but should generally not exceed 40 feet.

D. Utilize low fences, hedges or other landscaping to establish a layer of privacy behind the sidewalk.

E. Off-street parking is located in the side and rear yard.

F. Service areas and refuse containers should be located at the rear end of the site and screened from public view. Also ground mounted or wall mounted mechanical equipment shall be screened.

G. Garage doors facing the primary street are discouraged. If unavoidable, recess them from the front facade(s) to minimize their visual impact on the design.

The images and text below describe design strategies for Single-Family and Multi-Family Residential buildings and sites.

Chapter 5 Implementation

Guiding Daily Decisions

City Roles and Responsibilities

Responsibility for implementing this plan lies primarily with the Planning and Zoning Commission, the City Council and the City Staff.

City Council

City Council sets priorities, approves budgets and tax rates, and often has the final say on key aspects of public and private development projects. The value and legitimacy of this plan is directly related to the degree to which Council members are aware of the plan and expect City actions to be consistent with this plan. Each Council member should have a copy of this plan and be familiar with the major goals and objectives described herein. The City Council should expect and require that City Staff and Planning and Zoning Commission Recommendations actions both reference and remain consistent with this plan.

Planning and Zoning Commission

Land use and development recommendations are a core component of this plan, and the Planning and Zoning Commission has a major role in guiding those decisions. Planning and Zoning Commission members shall each have a copy of this plan and shall be familiar with the content, especially Chapter 4: Land Use. It is generally the responsibility of the Planning and Zoning Commission to determine whether proposed projects are consistent with this plan, and to make decisions and recommendations that are consistent with this plan. In cases where actions that are inconsistent with this plan are deemed to be in the best interest of the City, the Planning and Zoning Commission should initiate efforts to amend the plan to better reflect City interests. This will help to reinforce the legitimacy of the plan as an important tool in guiding City decision making.

City Staff

City staff have a significant influence on the selection and completion of all kinds of capital and operational projects. It is imperative that City Staff know about, support, and actively work to implement the various strategies and actions in this plan.

Specifically the following people should consult and reference the comprehensive plan during goal-setting processes, during planning for major public projects, and in the review of private development projects:

• City Administrator/Clerk

• Public Works Director

• City Engineer

• City Attorney

These key staff members are expected to know and track the various goals, strategies and vision laid out in this plan, and to reference that content as appropriate in communications with residents, business owners and elected and appointed officials. All other staff members should be aware of the plan and the connections between the plan and City projects. The purpose of this extra effort is to strengthen staff recommendations and reinforce the plan as relevant tool integral to City functions, and decision making.

Education and Advocacy

Implementation of this plan also depends on the actions and decisions of regional and state partners. Some implementation partners include but are not limited to the following entities:

• Central City School District

• Linn County

• Corridor Metropolitan Planning Organization

• East Central Iowa Council of Governments

• Iowa Department of Transportation

• Iowa Department of Natural Resources

• Iowa Economic Development Authority

• Linn County Conservation

• Linn County Plannng and Zoning

It may be necessary at times to persuade these entities to be active partners in the implementation of the vision, goals, strategies of this plan.

The following City activities can support this effort:

• Share this plan with each organization, including a memo highlighting sections of the plan that anticipate collaboration between the City and the organization.

• Take the lead role in establishing a collaboration for key or crucial initiatives of the City that require regional collaboration

• Know and communicate the intent of relevant objectives and strategies - partner organizations will want to understand and agree with the City’s needs before they will act.

• Utilize the goals and vision from the plan to support request for monetary support for City efforts.

Utilizing Existing Tools

Many of the strategies identified in this plan presume the use of existing City ordinances and programs. The City’s key implementation tools include:

Operational Tools

• Annual Goal-Setting Process

• Annual Budget Process

• Capital Improvement Plan (Recommended)

Regulatory Tools

• Building and Housing Codes

• Zoning Ordinance

• Subdivision Regulations

• Linn County Ordinances

• State Regulations

• Federal Regulations

Funding Tools

• User Fees

• Tax Abatement

• County Tax Incremental Financing (TIF) Districts

• Development Fees

• State and Federal Grant Programs

Surrounding Area Comprehensive Plans

• Linn County

• Cedar Rapids Metropolitan Area

• Long Range Transportation Plan

Guiding Annual Decisions

Annual Report

To provide lasting value and influence, this plan must be used and referenced regularly, especially during budgeting and goal setting processes. To inform the annual processes, City staff will prepare a concise Comprehensive Plan Annual Report from the City Council with input from the Planning and Zoning Commission, including the following information:

• Action items in progress or completed during the prior 12 months (celebrate successes!)

• Staff recommendations for action items to pursue during the next 12 months, including removing or adding items.

• City actions and decisions during the past 12 months not consistent with the plan (if any) and the rationale behind those actions/decisions.

• Staff recommendations for any amendments to the adopted plan.

Link to Annual Goals and Budget

The most important opportunity for this plan to influence the growth and improvement of the City is through the annual goal-setting, budgeting and capital planning processes. These existing annual efforts determine what projects will and will not be pursued by the City, so it is very important to integrate this plan into those processes every year.

The compilation of actions in the next section is a resource to support decisions about how and where to invest the City’s limited resources. The Annual Report should draw from these actions and decisions. The Planning Commission should make formal recommendations for the Council’s consideration, identifying those choices and commitments most likely to further the goals and objectives identified in this plan.

The following process and schedule is recommended.

June - August - Staff completes the Comprehensive Plan Annual Report for previous fiscal year.

September - Planning and Zoning Commission considers Annual Report and makes formal recommendation to Council regarding action items to pursue and comprehensive plan amendments.

October - City Council Goal Setting and Review of Annual Report

November - January - Budget preparation process and adoption process.

March - Budget Due to State of Iowa

Action Plan

The Action Plan detailed on the following pages is designed as a guide to help City officials, community leaders, and private investors prioritize opportunities and address issues with the City and the surrounding area. The desired vision for the City cannot be created over night. However, by incrementally implemented the recommendations within this plan, the City can achieve the desired outcomes set forth in this comprehensive plan.

Potential Funding Sources

Below are several of the broad funding sources available to help offset costs to complete the projects listed in this plan.

General City Funding

It is assumed that some general funds/borrowing will be required to assist with the completion of projects or as a matching sources for state or federal grants.

Special Assessments

Particular projects that benefit individual properties (e.g. water, sewer, or sidewalk installations) could be funded through special assessments whereby the City recoups initial design and construction costs through increased real estate taxes on those properties for a set period of time.

Revenues

Projects related to drinking water, sanitary sewer, and storm water could be funded using system revenues or fees collected from system users across the community.

Private Donations, Developers/Impact Fees - Some of the projects could be partially or fully funded through private donations or public fund raising. Funding for other infrastructure projects can also be offset by using funds from fees the City collects as part of the approval of new development.

State and Federal Grants

There are many different state or federal grants that many be able to offset the costs of some of the identified projects. Only those programs most likely to award funding are listed.

Tax Increment Financing (TIF)

Tax increment financing is a program where the additional taxes generated from a development in a TIF district would go towards specified public improvements in a community. This program helps waylay the impacts of new development on a community while improving the attractiveness of the City.

Action Plan Continued

Action

1.a Explore establishing a stormwater utility to provide a dedicated revenue stream for stormwater facility maintenance and expansion.

1.b Complete a stormwater study of the community to address existing and potential drainage issues.

1.c Explore a partnership with Main Street and downtown business owners to improve accessibility to downtown properties.

1.d Continually evaluate the capacity of the sanitary collection system to determine and guide expansion needs.

1.e Evaluate the current capacity of the water tower to determine and guide expansion needs.

1.f Monitor satisfaction with public infrastructure and seek adjustments as necessary to maintain adequate service levels.

1.g Update the City’s subdivision ordinance regulations to reflect the Comprehensive Plan Update and infrastructure needs.

2.a Evaluate the potential for a local rehabilitation program to address fair to poor housing conditions in the current housing stock.

2.b Support upper story housing in the main street area and explore interest and funding opportunities for programs.

Housing

2.c Monitor zoning standards to ensure there are no barriers to supporting additional workforce housing and a variety of housing types as utilities allow.

2.d Implement the recommendations of the Central City & Springville 2021 Joint Housing Needs & Market Demand Strategy (Appendix C).

2.e Continue to monitor and encourage property maintenance.

2.f Explore opportunities to incentivize workforce housing.

Action Plan Continued

Action

3.a Consider trail extensions and linkages through developing areas of the City working with regional partners.

3.b Expand recreational access for residents.

3.c Evaluate feasibility of improving the boat ramp as a water trail access point.

3 d Pursue grants to update/construct community recreation facilities.

3.e Create a visitors guide for community and nearby recreational assets - tied to existing wayfinding signage and add additional signage as necessary.

3.f Utilize the light evaluation from the Park Board to install trail lighting.

4.a Ensure that new subdivisions and land use development proposals consider preserving natural resources; including features like: wetlands, natural areas, native vegetation, views, water features, drainage features, greenspace, etc

4.b Update the City’s Zoning Ordinance regulations to reflect the Comprehensive Plan Update, Future Land Use Map, Future Land Use Goals, and Community Character goals.

4.c Work with Linn County to evaluate conservation subdivision options for nearby unincorporated residential development that could impact or benefit future municipal growth.

4.d Ensure new industrial/business sites must have sufficient lot area to accommodate proper on-site stormwater management, required setbacks, utilities, ingress/egress, screening, and any necessary wastewater pre-treatment needs.

4.e Coordinate future land use planning with regional transportation, infrastructure, and land use plans.

4.f Reference SUDAS for stormwater standards and specifications.

Action Plan Continued

Action

5.a Analyze future road extension locations and connections for future development using the Comprehensive Plan as a guide to require increase connectivity between old and new neighborhoods.

5.b Update the street conditions survey and include an inventory of sidewalk conditions, identifies accessibility impediments, and update the capital improvement plan for addressing deficiencies.

5.d Evaluate the need for traffic and mobility impact studies with all new major subdivision developments, to be provided by the applicant if requested.

5.e Consider pedestrian access to the west of Highway 13.

6.a Create and enhance entry features to the community and commercial districts (i.e. signage, banners, etc.).

6.b Focus community level marketing efforts on businesses and new industries that attract quality job opportunities including Central CIty Community School District.

6.d Continue supporting local business assistance such as Main Street to promote and attract sustainable economic growth.

6.e Annually review future land use map and ensure there is an adequate supply of land for commercial and industrial development.

6.g Update zoning code and design standards for new and improving businesses to address building character, orientation, landscaping, aesthetics, lighting, noise, parking and access.

7.a Evaluate the options and benefits to joining the Corridor Metropolitan Planning Organization.

7.b Continually coordinate with Central City Community School District in their growth plans by partnering with the school on land use, housing, economic development, utility, and transportation planning.

7.c Continue to work with the school district on cross-promoting community and school activities.

7.d Continue communications with Linn County to establish mutually agreeable development goals and objectives.

Appendix A Community Profile

Demographics - Population

This section analyzes current population and demographic trends for the City of Central City. Examination of these trends provides a foundation for the planning process and implementation of the plan.

Historic Population Growth

According to the State of Iowa Data Center utilizing United States Census data the 2020 population of Central City was 1,264 people. Central City experienced an overall increase in population from 1910 to 2018 with the exception of a slight decine between 1970 and 1990, with another minor decrease between 2018 and 2020.

Source: Iowa State Data Center

The projected growth rate for 2019-2024 is shown in the deeper red below. Although the population is projected to grow at a higher rate than 2010-2019, the number of households is not as high of a rate in comparison to the 2010-2019 numbers. The average household size and family size coincides with the state of Iowa’s averages, and it not out of the ordinary.

Source: Iowa State Data Center

Population by Age and Gender

The chart below shows the distribution by 5 year age cohorts of Central City’s populace. The chart shows a healthy distribution across the age ranges and gender that usually include working age adults and their families. A good distribution of both young and established families supports a community’s ability to continue supporting existing businesses, schools and organizations. Additional economic and household growth can also be support by a healthy distribution of ages and genders.

38.9 37.5

Source: Iowa State Data Center

38.1

Source: Iowa State Data Center

Demographics - Economic

Median Household Income

The median household income in Central City is $61,746, and the per capita income is $31,611. Per capita income (PCI) or average income measures the average income earned per person in a given area (city, region, country, etc.) in a specified year. It is calculated by dividing the area’s total income by its total population. Median income is the amount that divides the income distribution into two equal groups, half having income above that amount, and half having income below that amount

Both are growing as the population continues to grow and the local economy continues to expand.

Economy and Employment

The slight majority of employed persons in Central City have jobs classified as white collar positions, followed by blue collar positions and then services. Linn County and Iowa have a larger majority of white collar workers over blue collar workers. The most noticeable difference from 2000 to 2018 is the decline in sales and office jobs in Central City.

The poverty rate for Central City is 13.3%. The demographic category with the highest poverty rate is female householder, no husband present. Central City’s poverty rate is slightly higher than the State of Iowa’s, which is 12%. This means 1 out of 8.6 people live below the poverty line in the city.

The graphic above shows the unemployment rate from 1990 to 2018. Since 2000 the unemployment rate has stayed low. This trend of unemployment is consistent with the State of Iowa and Linn County.

Commuting Transportation and Commuting

According to the State of Iowa Data Center and the 2010 United States Census, the mean travel time to work has increase in the past 18 years by 1.6 minutes to 27.8 minutes. This is not surprising as the drive to the Cedar Rapids area is around 30 minutes. The majority of workers in Central City commute from outside of city limits, only a small amount of residents stay in town for work. A large majority of residents commute outside of the city for work.

Roadways and 2017 Iowa DOT Traffic Counts

Sewer System Map and Treatment Facility

ArcGIS Web Map

Drinking Water System Map and Facility

O, USGS, FAO, NPS, ong), (c) OpenStreetMap contributors, and the GIS User

Existing Land Use

The incorporated area of Central City is approximately 692 acres or about 1.08 square miles in size. The following table and map shows the current land use in Central City by existing land use category, as observed in the Fall of 2020. The largest category is Low Density Residential, which accounts for approximately 32.1% of land use in the community.

Medium Density Residential uses account for only 0.6% of the developed property in the community and will be an area with increased growth pressure in the future as more housing options are needed in Central City to serve the local housing market’s demand. Medium density owner-occupied and highquality rentals housing options are especially attractive to single professionals, young families, singleparent families, and retirees.

The City has a large amount of land dedicated to Public/Institutional, approximately 16.2%. This is mostly attributed to the large Central City Public School District Campus on the North side of the City and the Linn County Fairgrounds on the south end of the City.

Undeveloped areas are the fourth largest land use category at about 10.2% of the community’s area. This category included property inside the current City limits that is vacant and/or utilized for agricultural production. These properties provide opportunities for further development that would not require annexation but may require utility or infrastructure extension/improvements to support development.

Parks and Recreation makes up about 1.5% of the community. A growth in land use dedicated to recreational use is anticipated as the City continues to growth, adding new families an neighborhoods seeking additional areas and types of recreational opportunities. Meadowview Golf & Country Club, part of which is inside the City limits, accounts for 6.7% of the community’s land area.

Central City has roughly 11.1% of the land within the City limits dedicated to Commercial and Industrial uses. It is anticipated that as the community growths there will be additional land needed for commercial, light industrial, and agricultural industrial uses.

CENTRAL CITY 2020 EXISTING LAND USE

Existing Land Use Categories

Agriculture

This classification includes open space, farming, farmsteads, agricultural businesses, forestry, quarries, and limited rural residential on well and septic.

Low Density Residential

Low Density Residential areas are located within the city limits of Central City and include mainly single-family housing.

Medium Density Residential

Medium Density Residential areas are located within the Central City and include single-family and multi-family housing developments.

Commercial

The community’s commercial areas are located near the highway corridor, major thorough fares, as well as the downtown area.

Industrial

The Industrial areas include light and heavy industrial properties.

Parks and Recreation

The Parks and Recreation land use designation includes active or passive parks, such as playing fields, playgrounds, community centers, State Parks, and other appropriate recreational uses as well as includes undeveloped trails, water areas and environmentally sensitive areas.

Public/Institution

The Public/Institution land use designation includes public or semi-public facilities including but not limited to; governmental offices, police and fire facilities, clinics, educational institutions, and places of worship.

Utility

The Utilities land use designation accommodates land used or dedicated for public and private utilities, including pipelines, utility lines, power lines, water and wastewater facilities, electrical substations, broadband, and telephone.

Golf Course

This land use designation is for the area where Meadowview Golf and Country Club is located, just east of Downtown Central City.

Iowa Code § 414.3 (2016) states the following for City’s regarding exercising zoning powers:

The regulations shall be made in accordance with a comprehensive plan and designed to preserve the availability of agricultural land; to consider the protection of soil from wind and water erosion; to encourage efficient urban development patterns; to lessen congestion in the street; to secure safety from fire, flood, panic, and other dangers; to promote health and the general welfare; to provide adequate light and air; to prevent the overcrowding of land; to avoid undue concentration of population; to promote the conservation of energy resources; to promote reasonable access to solar energy; and to facilitate the adequate provision of transportation, water, sewerage, schools, parks, and other public requirements.

Below is the City of Central City’s 2017 Zoning Map. This comprehensive plan and the Future Use Land us map contained within shall be referenced in future zoning decisions by the City of Central City.

2003-2023 Future Land Use Map

Below is Central City’s Future Land Use Map from the Comprehensive Plan adopted in 2003. This map will be used to help develop the 2040 Future Land Use Map.

Development Limitations

The map to the right shows several of the potential obstructions to continued growth and development of the City of Central City. Most notably, the existing County owned recreation areas, active railroad, existing flood zones, areas of high corn suitability, willingness of property owners to sell/develop, land costs, demand or growth, cost of infrastructure extensions infrastructure capacity, and roadway access all will play a critical role in developing the City’s 2040 Future Land Use Plan, and external growth beyond the existing City limits.

Overall, based on the location of County owned recreational assets to the northwest and south of the existing urban fabric of Central City; the City’s growth options through 2040 likely include continued growth to southwest, northeast, east and southeast. Growth in the areas may prove challenging but provide the best opportunity for contiguous growth of the community.

DEVELOPMENT LIMITATIONS

CENTRAL CITY

COMPREHENSIVE PLAN

CITY OF CENTRAL CITY

LINN COUNTY, IOWA

2 Mile Extraterritorial Area

City Limits

Stream Centerlines

Railroad

Wetlands

Public Hunting Areas

Public Areas

Cemeteries

FEMA Flood Zones

100-Year, No BFE (A)

100-Year, BFE (AE)

100-Year, BFE (AH)

500-Year (X)

Corn Suitabiity Rating

5

6 - 10

11 - 20

21 - 30

31 - 40

41 - 50

51 - 60

61 - 70

71 - 80

81 - 90

91 - 100

Data Sources: Linn County, Iowa DNR, Iowa DOT and USDA

0

0.5

1Miles

Flood Zones

Below is the flood zones map for Central City with a two mile radius mark. The area in blue is part of the 100 year floodplain and the orange area is in the 500 year floodplain. That flooding is caused by the Wapsipinicon River and Heatons Creek which later flows into the Wapsipinicon River south of Central City.

Critical Facilities

The map below is from the 2019-2024 Linn County Hazard Mitigation Plan and shows Central City’s Critical Facilities. The mapped features are essential to residents and businesses in the community during hazardous and emergency events such as flooding.

Linn County Multi-Jurisdictional Hazard Mitigation Plan 2019–2024

Central City Critical Facilities

Critical facilities are the buildings, facilities, and infrastructure that provide essential services to the residents and businesses in the community. In Central City, all city property and infrastructure are considered critical facilities. For specific critical facilities, refer to Map 44 Map 44: Central City Critical Facilities

Hazard Prioritization

An important aspect of a comprehensive plan is hazard planning. Linn County created the Linn County Multi-Jurisdictional Hazard Mitigation Plan to cover all of the communities within the county. The plan was approved by FEMA in April of 2019. The Plan includes hazard prioritization for Central City. Hazard prioritization provides a ranking of the current priority level for each hazard category shown below. As the community continues to evolve and grow it is important that these categories are revisited for accuracy. The Linn County Multi-Jurisdictional Hazard Mitigation Plan is updated on a five-year cycle yet it is monitored and reviewed annually, with evaluation and updates beginning approximately three years after adoption. The current Linn County Multi-Jurisdictinal Hazard Mitigation Pan is set to expire in 2024.

Linn County Multi-Jurisdictional Hazard Mitigation Plan 2019–2024

Central City Hazard Prioritization

The jurisdiction’s planning committee used the multi-jurisdictional risk assessment prepared for the planning area as a base for discussing the hazards that may affect the area and an appropriate priority level. Ultimately, the planning committee based the priority levels on local conditions and priorities. Central City participated in the existing multi-jurisdictional plan, so the priority level in the existing plan and the new priority level for a hazard are indicated to document how local conditions and priorities have changed in the jurisdiction. Refer to Table 40.

Table 40: Central City Hazard Prioritization

The Central City planning committee increased the priority level of two hazards, hazardous materials incident and terrorism. The priority level for hazardous materials incident was increased because of the presence of agricultural industry within the city, which stores anhydrous ammonia. The priority level for terrorism was increased to a level the committee felt was more appropriate.

Parks and Recreation

Central City is home to several great parks and a continually improving and well utilized trail system. The community’s recreation system is maintained and operated by the City’s Parks and Recreation Department and guided by the Parks and Recreation Board. The assets of the community’s parks & recreation system include:

• Veteran’s Memorial Park - Courtyard Park

• “The Puddle” Splash Pad & Play Area

• Brendel Park

• Central City Trail

• Meadowview Golf & Country Club (Privately Owned and Operated -Open to the Public)

Additionally, there are several Linn County Parks and Recreation areas that border the City, they include:

• Pinicon Ridge Park

• Wakpicada Natural Area

• Millard Preserve

• Matsell Bridge Natural Area

Agriculture and Natural Resources

Soil Suitability

Land Slope

This slope map is a good representation for potential developers of where the best place to build new housing or commercial developments. It is also a useful representation in coordination with the crop productivity map above for farmers and when analyzing farmland.