EnvisionCR

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A COMPREHENSIVE PLAN FOR CEDAR RAPIDS, IOWA

Updated April 14, 2026 PREPARED BY RDG PLANNING & DESIGN HR GREEN, INC.

CEDAR RAPIDS City of Five Seasons®

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thank you

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City Manager City of Cedar Rapids

It is with gratitude that I thank and acknowledge the Cedar Rapids community for their interest, involvement, and active participation in the planning process of EnvisionCR. It can be challenging to wrap your mind around something as vast as a comprehensive plan, but Cedar Rapids residents have shown us they are willing and active participants in helping shape the long-term vision of our community.

During the months of pre-planning leading up to the launch of the new plan, we knew we wanted to involve the community in every stage of the process. The plan previously on the books was more than 15 years old, and we were eager for fresh insight and a realigned sense of community aspiration and identity.

Under the skilled and experienced leadership of our Community Development staff, the department set out to engage residents of all ages and backgrounds in a process that would ultimately span the course of 13 months. This product is the result of collaboration to the highest degree, from high-school students to senior executive leadership.

From face-to-face interaction and open houses, to nontraditional forms of digital outreach, the community embraced the planning process and responded with thoughtful, intentional feedback. Our team was amazed at not only the sheer number of participants, but their level of engagement and anticipation of the future plan.

Internally, our efforts have also included cross-departmental collaboration and unity in plan adoption and implementation. The goals set forth in the comprehensive plan will be adopted by all departments, collectively using EnvisionCR as a blueprint for prioritization, funding considerations, and long-term planning.

It is with great anticipation that we look forward to the next chapter and see the initiatives start to unfold. Our planning efforts would not have been possible without the collaboration and participation of the community we serve. Again, thank you for your engagement and expectations. We look forward to answering the call.

Sincerely, Jeff Pomeranz, City Manager City of Cedar Rapids

Acknowledgements

MAYOR AND CITY COUNCIL Ron Corbett | Mayor Susie Weinacht | At-Large Ann Poe | At-Large Ralph Russell | At Large Kris Gulick | District 1 Monica Vernon | District 2 Pat Shey | District 3 Scott Olson | District 4 Justin Shields | District 5

PLANNING COMMISSION Dominique Blank Samantha Dahlby James Halverson Bill Hunse Kim King Carletta Knox-Seymour Scott Overland Richard Pankey Virginia Wilts

CITY MANAGER'S OFFICE Jeff Pomeranz Sandi Fowler Emily Muhlbach

COMMUNITY DEVELOPMENT Jennifer Pratt Gary Kranse Adam Lindenlaub Seth Gunnerson Jeff Hintz Anne Russett Kirsty Sanchez Thomas Smith Brandon Whyte

DEVELOPMENT SERVICES Jasmine Almoayed

PROJECT MANAGEMENT TEAM Angie Charipar Rob Davis Brad DeBrower Dave Elgin Mark English Ron Griffith Kasey Hutchinson Bruce Jacobs Wayne Jerman Sven Leff Brent Long Joe Mailander Ken Russell Greg Smith Vern Zakostelecky

EnvisionCR STEERING COMMITTEE Tom Aller Lydia Brown Samantha Dahlby Kris Gulick Michael Kates JoAnn McNiel Scott Overland Scott Olson Al Pierson Ann Poe Jim Sattler Monica Vernon Kyle Skogman Allen Witt

CONSULTANT TEAM RDG Planning & Design www.RDGUSA.com

HR Green, Inc. www.HRGREEN.com

TABLE OF CONTENTS

7 | DISCOVER | A review of the plan's purpose and public engagement process.

19 | GUIDING PRINCIPLES | The principles of the plan emerged through the process, and established the desirable conditions for Cedar Rapids’ future.

33 | ELEMENTS | Goals and initiatives for achieving the public's vision for the future.

161 | IMPLEMENTATION | An ongoing process that uses and updates the plan.

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DISCOVER

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STRUCTURE

THE ORGANIZATION OF THE PLAN

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DISCOVER

AN INTRODUCTION

In March 2014, the city formally kicked-off its new comprehensive plan – EnvisionCR, a plan to engage residents hands-on and inspire them to create a vision for Cedar Rapids’ future.

We want to thank the hundreds of residents who invested their time and insight to help roadmap a strong future. EnvisionCR is a true document of the people.

As comprehensive planners, we worried the post-flood planning required of Cedar Rapids residents would leave the community survey-weary and reluctant to move forward. We’ve never been so wrong.

You turned up by the hundreds at public open houses, and responded in droves online.

Nearly everywhere we turned, residents welcomed the chance to partner with city officials to build a dynamic future. You’ve shared your vision for neighborhoods, downtown retail, entrepreneurship and industry, active riverfront opportunities, and more.

The theme that underpins all of these exceptional visions is faith in what Cedar Rapids is, and what it can become. City leaders have heard your desire to build on these themes and create a community of exceptional choices – a hub of the Midwest, where people clamor to live, work, learn, and play.

We work across the country with city leaders who are creating fresh new plans, but rarely do we get to enjoy a community this involved - this empowered to shape its future. We were particularly wowed by a powerful think-tank of nearly 100 local high school students who offered intelligent ideas in creative and passionate ways, loving the opportunity to talk directly with city officials.

Thank you, Cedar Rapids – for your vision, your passion, and your faith in the future.

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RDG Planning & Design

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By way of introduction to this comprehensive plan, the consulting team’s letter to the community, published in the Cedar Rapids Gazette on August 25, 2014 bears repeating:

2025 ANNUAL EVALUATION & UPDATE REPORT

EnvisionCR serves as the City's comprehensive plan, providing long-range guidance for policy decisions, investment priorities, and coordinated planning efforts across departments. The annual review of EnvisionCR is an important opportunity to evaluate the City's progress in implementing the Plan and to ensure that its recommendations remain aligned with evolving community needs, City Council Priorities, and citywide goals.

This review is intentionally timed to support the development of departmental budgets and work plans for the upcoming year. Through the coordinated evaluation of Initiatives and Action Steps, City staff are able to better understand how their efforts connect to the vision and strategies outlined in EnvisionCR. This collaborative process strengthens interdepartmental relationships, improves communication, and contributes to more efficient and cohesive planning and project development.

For the 2025 update, the narratives for ProtectCR and GreenCR were revised to reflect recent planning efforts, emerging trends, and ongoing implementation work. In addition, all corresponding area, neighborhood, corridor, infrastructure, and quality-of-life plans were reviewed and updated as part of this cycle. These updates help ensure that EnvisionCR remains a relevant, accurate, and forward-looking guide for decision-making and community investment.

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2025 EnvisionCR Initiative Status Summary

The Action Steps in the following were updated this cycle:

• Northwest Neighborhood Action Plan
• Mt. Vernon Road Corridor Action Plan
• College District Area Action Plan
• Czech Village/ New Bohemia Area Action Plan
• Historic Preservation Plan
• Wellington Heights Neighborhood Plan
• 6th Street Corridor Action Plan
• Westdale Area Action Plan
• Community Climate Action Plan
• Public Art Plan
• Age Friendly Action Plan
• Community Gardens in Parks Plan
• Rockford Road Micro-Area Action Plan
• Downtown Vision Plan
• Trails and Bikeways Plan

GROWCR

GREENCR

PROTECTCR

PROTECTCR

Within these following tables are plan action steps to be started Within 1 Year, are continuous, or have been completed. To see a a full update on plan action steps, go to the plan on the City's website: www.cedar-rapids.org

Historic Preservation Goals & Initiatives - 2025 Update, Adopted August 2015 -DRAFT

Wellington Heights Goals & Initiatives - 2025 Update, Adopted July 2013 -DRAFT

6th Street SW Corridor Goals & Initiatives - 2025 Update, Adopted November 2021 -DRAFT

6TH ST SW CORRIDOR ACTION PLAN

Westdale Area Goals & Initiatives - 2025 Update, Adopted December 2022 -DRAFT

WESTDALE AREA ACTION PLAN

Mount Vernon Road Goals & Initiatives - 2025 Update, Adopted January 2017 -DRAFT

MOUNT VERNON CORRIDOR ACTION PLAN

CZECH VILLAGE NEWBO AREA ACTION PLAN

COMMUNITY CLIMATE ACTION PLAN

COMMUNITY CLIMATE ACTION PLAN

AGE FRIENDLY ACTION PLAN

Age Friendly Action Plan Goals & Initiatives - 2025 Update, Adopted September 2022 -DRAFT

AGE FRIENDLY ACTION PLAN

Age Friendly Action Plan Goals & Initiatives - 2025 UPdate, Adopted September 2022 -DRAFT

AGE FRIENDLY ACTION PLAN

Public Art Plan Goals & Initiatives - 2025 Update, Adopted April 2022 -DRAFT

PUBLIC ART PLAN

Public Art Plan Goals & Initiatives - 2025 Update, Adopted April 2022 -DRAFT

PUBLIC ART PLAN

ROCKFORD ROAD MICRO-AREA PLAN

GOAL 1: EMBRACE THE CR RIVER

GOAL 2: ENSURE DOWNTOWN IS ACTIVATED AND VIBRANT

GOAL 2: ENSURE DOWNTOWN IS ACTIVATED AND VIBRANT

GOAL 2: ENSURE DOWNTOWN IS ACTIVATED AND VIBRANT

GOAL 3: IMPROVE CONNECTIVITY WITHIN DOWNTOWN & TO ADJACENT DISTRICTS & NEIGHBORHOODS

GOAL A: EXPAND THE EXTENT AND USE OF THE TRAIL AND BIKEWAY NETWORK

Trails and Bikeways Plan - 2025 Update, Adopted May 2025 -DRAFT

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THEMES

THEMES THAT UNDERPIN THE ENTIRE PLAN

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OVERVIEW

You will find here a visionary plan for action, rooted in the strong commitment of the residents of Cedar Rapids to continue what they have so well-started: to build an ever-better Cedar Rapids.

The plan’s structure is simple. Here, in the DISCOVER section, you will get an introduction to the background materials and process that drove the plan. You will also see the four themes that drive the plan forward: sustainability, health, placemaking, and efficiency. These themes are ever-present throughout the plan.

The GUIDING PRINCIPLES section demonstrates the foundation for the plan, built from the grassroots up. These principles should drive decision-making within Cedar Rapids and throughout the region for many years to come. The public engagement process led directly to these principles and their resulting land use maps. This is a critical section for decision-makers and for the public to understand the broad-sweeping overall direction of the plan.

Then you will see six detailed sections or plan ELEMENTS – these make up the essence of the plan. Each element consists of a background discussion before introducing you to the element’s goals. Each goal is supported by a series of initiatives that will help the city achieve that goal over time and reach the vision embodied through that element.

Finally, this plan reiterates the INITIATIVES in summary form, complete with timelines, roles and responsibilities – the information essential to creating a plan for action.

But this plan begins at the beginning – with a basic understanding of the purpose of a comprehensive plan.

ELEMENTS

The elements of this plan, with their associated goals, are as follows:

StrengthenCR. Make bold moves in community planning to retain the character of neighborhoods and corridors.

GrowCR. Engage in future planning to encourage sustainable connections of growth areas to existing neighborhoods.

ConnectCR. Create a culture that enhances transportation options for pedestrians and cyclists through complete streets, trails, and public transportation.

GreenCR. Buffer and connect existing parks, trails, and streams to build a natural network in addition to regional collaborations and individual efforts to improve stormwater management, water quality, wildlife habitat, and outdoor recreation.

InvestCR. Make Cedar Rapids a desirable place for businesses to start, move, and grow by leveraging resources to invest in business districts and amenities that keep and attract a skilled workforce.

ProtectCR. Provide quality services to increase neighborhood safety and keep moving forward with the flood control system.

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THE ELEMENT NAMES HAVE BEEN ADOPTED AS THE CITY COUNCIL’S GOALS. THE DESCRIPTIONS OF THE CITY COUNCIL GOALS HAVE BEEN USED TO DESCRIBE THE ENVISIONCR ELEMENTS AS SHOWN ON THIS PAGE.

WHAT IS A COMPREHENSIVE PLAN?

PURPOSE OF THE PLAN

The EnvisionCR comprehensive plan provides a vision for the future of Cedar Rapids, with a focus on priorities for city policies and public investments in the next 20 years.

Primary Roles

The plan serves three primary roles:

1. Community Building. Comprehensive planning provides an opportunity for residents to create a shared vision for their community. Residents and city staff identified issues and opportunities for Cedar Rapids' land use, infrastructure, public facilities, and natural resources, among other areas. These findings were used to set public priorities and provide a set of action steps that can improve quality of life and make the city more attractive for potential growth.

2. Legal Basis for Land Use Regulations. Section 414 of the Code of Iowa allows cities to adopt land use regulations such as zoning and subdivision ordinances, and to promote the "health, safety, morals or general welfare of the community." These regulations govern how land is developed within a municipality and its extra-territorial jurisdiction. Land use regulations recognize that people live cooperatively and have certain responsibilities to coordinate and harmonize the uses of private property. The comprehensive plan provides a legal basis for these regulations.

3. Guidance for Decision-Makers. The plan will serve as a guide for city staff, the Planning Commission, City Council, and other city boards and commissions, as they set policy and make investment and land use decisions.

The plan is designed as a flexible document that can be updated as conditions change over time.

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10 SMART PLANNING PRINCIPLES

Broad Guiding Values For Comprehensive Plans

1. Collaboration
2. Efficiency, Transparency and Consistency
3. Clean, Renewable and Efficient Energy
4. Occupational Diversity
5. Revitalization
6. Housing Diversity
7. Community Character
8. Natural Resources & Agricultural Protection
9. Sustainable Design
10. Transportation Diversity

13 COMPREHENSIVE PLAN ELEMENTS

Sections to Include in All Comprehensive Plans

1. Public Participation
2. Issues and Opportunities
3. Land Use
4. Housing
5. Public Infrastructure and Utilities
6. Transportation
7. Economic Development
8. Agricultural and Natural Resources
9. Community Facilities
10. Community Character
11. Hazards
12. Intergovernmental Collaboration
13. Implementation

Iowa's Smart Planning Legislation

In 2010, the Iowa State Legislature passed the "Iowa Smart Planning Act" as a way to guide and encourage the development of local comprehensive plans. The legislation outlines ten smart planning principles and 13 comprehensive plan elements that Iowa cities should use to develop comprehensive plans. These guidelines are intended to improve economic opportunities, preserve the natural environment, protect quality of life, and ensure equitable decision-making processes.

The smart planning principles and comprehensive plan elements as defined in the legislation are listed above.

Though the sets of elements and principles may look similar, they differ in that the ten smart planning principles are meant to be the overarching values that inform each of the 13 elements of the plan.

The Cedar Rapids comprehensive plan was created in compliance with the guidelines of the Iowa Smart Planning Act. The plan addresses all 13 elements of a comprehensive plan required by the Iowa Smart Planning Act, but is organized in a format that fits Cedar Rapids' public engagement process and planning needs. Cedar Rapids received an Iowa smart planning grant that partially funded the creation of this plan.

UNDERSTANDING TRENDS

Population Projection

As Cedar Rapids prepares for its future, the first step in the process is to understand trends. Population projections help Cedar Rapids plan efficiently for future land use and community services. It is helpful to plan for a slightly optimistic growth rate. A one percent growth rate results in a 2035 population of about 1,000. This change raises immediate questions.

• Where will people live and what will be their housing preferences?
• Where will the city attract and support new employment for industrial and commercial growth?
• How will the city best provide access to existing neighborhoods and emerging growth areas? Infrastructure, too?
• How will Cedar Rapids develop differently to promote health, recreation, and mobility options?
• What will it take to improve the experience of living and visiting Cedar Rapids? How does the city enhance amenities to ensure quality of life improvements?

Cedar Rapids' residents and businesses are enormous community assets and their participation was essential to answering these, and many other, questions during the planning process.

CHART 1: Population Change and Projection

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CHANGING DEMOGRAPHICS

THE CEDAR RAPIDS POPULATION IS CHANGING. RECENT TRENDS SHOW THE POPULATION IS AGING AND BECOMING MORE RACIALLY AND ETHNICALLY DIVERSE.

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2.3x: THE INCREASE IN CEDAR RAPIDS’ HISPANIC/LATINO POPULATION FROM 2000 - 2018.

THE INCREASE IN THE NON-WHITE POPULATION IN CEDAR RAPIDS, AS PERCENT OF TOTAL POPULATION, FROM 2000 TO 2018: 8% - 15%

PUBLIC ENGAGEMENT

This section of the plan describes outreach efforts of a community engagement program unprecedented in scope and its efforts to involve as many people from Cedar Rapids as possible. The campaign for maximizing communication and opportunities for the public input process include:

Steering Committee

The steering committee was an important team of decision-makers and involved citizens focused on a vibrant future for Cedar Rapids, based on resident needs and recommendations. The steering committee met throughout the development of this plan, guiding the process overall and ensuring the people’s voices were well heard and considered.

Data Collection

Background materials related to the existing plan, past growth and land use, natural resources, neighborhoods, economy and a variety of other factors were developed to set the stage for understanding the importance of comprehensive planning. They also provided the starting point for building this plan and introducing the planning process to the steering committee, decision makers and the public-at-large.

Ongoing Feedback and Social Media

Throughout the process, the public has been invited to share ideas and input via the city’s website, including participation in www.crtalks.com, directly e-mailing the Community Development Department (communitydevelopment@cedar-rapids.org) and/or participating via Twitter or Facebook. On March 24, 2014, the city also launched an on-line forum specific to EnvisionCR via Google Hangout. Panelists participating in the forum included representatives of the Iowa Cultural Corridor Alliance, Greater Cedar Rapids Community Foundation, Blue Zones, ImpactCR, and the Cedar Rapids Gazette. Public comments are viewable via the web through easy links from the EnvisionCR page on the city’s website.

Kick-off Celebration

On March 26, more than 300 residents engaged in a dynamic open house, that outlined essential content for the plan and seeking the public’s input on each of the categories:

• Neighborhoods and housing
• Land use and environment
• Parks and recreation
• Transportation
• Infrastructure and facilities
• Economic development
• Population and growth

At that kick-off event, and throughout the course of the public engagement process, the public was also asked to share its big ideas for the future of Cedar Rapids. Comments ranged from skate parks to support for industry and entrepreneurs. All comments were considered and many incorporated as the process moved forward – translating into principles, goals, initiatives, or additional critical background information for this document.

Stakeholder meetings, small group discussions, and interviews.

Throughout the process, but particularly in the winter and early spring of 2014, the consulting team and city Community Development staff conducted an ongoing series of conversations, reaching out to audiences from the following backgrounds:

• Natural resources and the environment
• Utilities, infrastructure, and energy production
• Police, fire, hazard mitigation, public safety
• Economic development and the financial community
• Industry and entrepreneurism
• Technology and communications
• Education and social services
• Neighborhood residents and leaders
• Downtown development
• Arts, culture and historic preservation
• Non-profit organizations
• Public health and medicine
• Regional services and initiatives
• Developers
• Planners

These conversations included discussions of the city’s current strengths and challenges, potential opportunities, desired future, and obstacles to achieving that future. Comments of both a broad-sweeping and specific nature were encouraged. These sessions provided critical insight to prepare for additional conversation with the public and stakeholders and for direct input into this plan.

Stakeholder Workshop

Two stakeholder workshops with 30-50 participants each were conducted to focus on key input aspects to the plan. The first workshop (March 26, 2014) involved visioning elements/big ideas and identifying gaps between a preferred future for Cedar Rapids and current conditions. A second workshop (June 17, 2014) saw the stakeholders developing goals, action steps, and considering measures of success.

Community Workshop

EnvisionCR covers a large and diverse area. In order to address specific local issues, one week-long planning workshop was held, allowing the public to stop by throughout the week and essentially become part of the

planning team. They identified issues and expressed ideas for their neighborhoods and businesses in words, sketches, and maps. This workshop took place in April 2014.

Student Program

Cedar Rapids may well lead the nation in involving youth in its comprehensive planning efforts, particularly through a series of highly interactive sessions involving four high school classrooms, reaching nearly 100 students. Initially, a member of the consulting team and/or city staff visited each classroom to gain insights into student likes/dislikes and big ideas for Cedar Rapids. These sessions were followed by a half-day event involving all classrooms at once, where students crafted visions, goals, and actions to move their community forward. They reported their results with a mix of flip chart bullet points, and dramatically more creative means (including art work and song). As one student put it at the conclusion of the event, “This makes me think I’d like to stay here after all.”

Mainstream Media

Articles, letters to the editor, radio and television interviews provided opportunities to communicate the plan’s purpose, objectives and emerging recommendations.

Open Houses

In addition to the kick-off celebration, two additional open houses provided key points of opportunity for public input and feedback on the plan as developed at that point in time. Held on August 27, 2014 and November 10, 2014, these open houses generated 100+ participants each and high quality feedback, including detailed review on the part of many citizens of the draft goals and initiatives using a pencil-and-paper feedback instrument.

DIALOGUE OPENS DOORS FOR CITY PLANNING

By Kyle Skogman Published in Corridor Business Journal August 25, 2014

Public engagement can be a challenging and rewarding component of civic planning. Over the last several months, I’ve been encouraged to see the city facilitate meaningful dialogue as part of the new comprehensive plan, EnvisionCR.

I’ve been afforded the opportunity to advocate for diverse community and business representatives by participating on the EnvisionCR steering committee, a role that has allowed me to glimpse a wide-array of public feedback.

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This opportunity has only grown my respect for the varying perspectives we share as a community, and for the well-rounded structure the city is giving to their comprehensive plan.

Alongside representatives from non-profits, young professional networks, developers, business owners, educational professionals, corporations, and City Council members, the steering committee has helped champion the direction of the draft plan, and helped unravel a myriad of public feedback comments.

While our perspectives are diverse, we have found that our goals are very much the same. We see the need to keep building on the momentum of downtown, from Newbo to Kingston. We see the value and the importance of studying our transportation system – we want to avoid repeats of infrastructure that has brought frustrations or challenges. We have expressed a desire for a robust economic development strategy, giving traction to young entrepreneurs and making ourselves attractive to outside businesses.

Together, key stakeholders have wrestled with questions that fundamentally shape the Cedar Rapids landscape; questions like what does it mean to be an economic leader? How do we establish ourselves as the hub of the region? How can we promote mixed-use development? What can we do to ensure Cedar Rapids offers activities that appeal to a wide age range?

I have been proud to help facilitate this critical dialogue as Cedar Rapids moves forward with the next steps of their comprehensive plan.

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GUIDING PRINCIPLES

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"There is no logic that can be superimposed on the city; people make it, and it is to them, not buildings, that we must fit our plans."

• Jane Jacobs, Author

STRUCTURE

THE ORGANIZATION OF THE PLAN

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DISCOVER A review of the public engagement process and trends indicated by previous plans, reports, and studies.

GUIDING PRINCIPLES The principles of the plan emerged through the public engagement process, and established the desirable conditions for Cedar Rapids' future.

ELEMENTS The structure of the plan is organized around six strategic elements, each providing goals and initiatives for public policy.

IMPLEMENTATION An ongoing process that uses and updates the plan.

GUIDING PRINCIPLES

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ACHIEVE A UNIFIED VISION

LIVE HEALTHY

STRENGTHEN NEIGHBORHOODS

KEEP BUSINESS VIBRANT

CONNECT THE CITY

EMBRACE THE OUTDOORS

STREAMLINE SERVICES

GUIDING PRINCIPLES

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ACHIEVE A UNIFIED VISION

LIVE HEALTHY

STRENGTHEN NEIGHBORHOODS

KEEP BUSINESS VIBRANT

CONNECT THE CITY

EMBRACE THE OUTDOORS

STREAMLINE SERVICES

As an urban center in an agricultural region, Cedar Rapids is comfortable in balancing diverse interests, exploring options, and supporting a broad spectrum of lives and livelihoods.

EnvisionCR's guiding principles reflect a community focused on a vibrant and dynamic future of lasting value - one that promotes public health, social engagement, a robust economy, natural resources and life-long learning. At the same time, Cedar Rapids embraces history and a future of artistic, cultural, scientific, and technical vitality.

The people of Cedar Rapids plan proactively for their future. Their conversations point to a set of principles that should shape the city's work ahead for years to come. It should be noted the four themes of sustainability, health, placemaking, and efficiency are ever present as an undercurrent to these guiding principles. These principles - intended to drive decision-making - are derived from the many stakeholder conversations and broad public input sessions held in support of this plan.

Theses principles, along with the goals and initiatives of this plan, also exist to support the City's vision statement, which describes a broad goal for the future of Cedar Rapids:

Cedar Rapids, a vibrant urban hometown—a beacon for people and businesses invested in building a greater community now and for the next generation.

ACHIEVE A UNIFIED VISION

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COLLABORATE TO ACHIEVE A UNIFIED VISION FOR THE CITY AND REGION.

REGIONALISM

Cedar Rapids desires to facilitate a regional environment that supports not just individual community or neighborhood needs, but recognizes the importance of regional collaboration and regional vision. Participation in ICR Iowa, annexation and utility agreements, and the trails network serve as features in getting this work underway. Enhanced regional functions and goals need to be a part of the future of Cedar Rapids and its surroundings.

CREATIVE HUB OF THE CORRIDOR

Cedar Rapids’ role in ICR Iowa referenced above reinforces this concept of regionalism. The goal of ICR Iowa is to develop the seven county region surrounding Cedar Rapids and Iowa City into a nationally-recognized, prosperous region with creativity at its center. Cultural exchange, rather than single direction transfers, is essential to this vision. Cedar Rapids residents want to see NewBo, Paramount, the Czech-Slovak District, the McGrath Amphitheatre and more coalesce into a critical cultural mass with traction.

LIVE HEALTHY

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CREATE A HEALTHY AND DESIRABLE PLACE TO LIVE. Healthy places support residents’ mental and physical health and in so doing, quickly attain a “buzz” – a distinction as a place for families and young professionals to call home. Cedar Rapids has been designated a Bicycle Friendly Community and recently named an All-American City. These designations confirm Cedar Rapids’ alignment with this principle.

A COMMUNITY OF CHOICE Cedar Rapids’ residents ask for options. Many speak to a desire to embrace diversity in all things. They want to walk as well as ride, promote entrepreneurship while embracing industry, connect to the river or enjoy an upland neighborhood. They welcome an opportunity to design daily living that meets their personal, family, inter-generational, and cultural needs. Removing or reducing barriers to healthier choices, such as active transportation and eating fresh fruits and vegetables, should be a priority.

RESILIENT CITY A healthy community is one that can weather storms of many kinds—from natural disasters to economic downtowns. This applies at the City level, such as building infrastructure that can withstand damaging conditions, to the individual level, as physical, mental, and economic health supports households that can successfully face challenging conditions.

STRENGTHEN NEIGHBORHOODS

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STRENGTHEN THE QUALITY OF CEDAR RAPIDS’ NEIGHBORHOODS. CREATE HOUSING OPTIONS FOR ALL.

TRADITIONS AND FUTURE NEEDS Strong neighborhoods honor the traditions of the past, but keep a mindful eye to resident needs for the future – through social, cultural, work, health, learning and recreation opportunities. Historic preservation also helps play a key role in this endeavor. Developing neighborhoods rich in living options supports the community of choice theme and builds community character.

NEIGHBORHOOD HUBS PRESERVING COMMUNITY CHARACTER Neighbors speak to a need for greater empowerment, identity, and a resulting strengthening of character and community. Cedar Rapids residents ask for connections throughout Cedar Rapids, but they still desire hubs of vitality dispersed throughout the community - allowing each neighborhood its focal point, its distinction.

SOCIAL EQUITY Equity is a key component to building strong neighborhoods and communities. Inclusion of all, regardless of age, gender identity, race, income, and many other social characteristics, is an essential part of creating a more equitable society. Considering the needs of our most vulnerable residents helps build stronger neighborhoods for all.

KEEP BUSINESS VIBRANT

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REINVEST IN THE CITY’S BUSINESS DISTRICTS. COMPETE SUCCESSFULLY FOR PRIVATE INVESTMENT.

Cedar Rapids continues to support and benefit from the long-term employers, many with agricultural, technological or other innovative roots. New opportunities emerge through entrepreneurship, incubators, and innovation corridors. Cedar Rapids has enjoyed success through attracting small satellites of larger businesses and encouraging their local growth.

DOWNTOWN VITALITY

Residents want to provide the foundation for experiences both tactile and technological, adventurous and reflective, entrepreneurial and artisan. The public sees the current downtown as mostly business interests, but they aspire to see boutiques, start-ups, and artful spaces. They love NewBo and want more.

SKILLED WORKERS

Industry and economic development experts want Cedar Rapids to better integrate education and specific work-force needs in the community. They speak of a potential shortfall in the jobs they need filled and what the workforce can provide. Interest in improved integration of Cedar Rapids' dynamic education centers into the fabric of the community surfaces here. Ongoing dialogue between businesses and academia are important.

INDUSTRY EMBRACED

Industry has been and remains a key piece of Cedar Rapids' economy and identity. Cedar Rapids should embrace that history and tell its story, as it supports the development and expansion of industry and technology today.

CONNECT THE CITY

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CONNECT ALL PARTS OF THE CITY. INTEGRATE LAND USES AND ENCOURAGE PEDESTRIAN-SCALED DESIGN.

Cedar Rapids’ growth of the future includes increased linkages and/or bringing services and choices together for access, collaboration, and synergism. Connections between people are as important as connections between places.

PLACES AND PATHS Residents seek physical connections that reflect the “community choice” theme. Walking, cycling, and public transportation must be as accessible as options for the car. Closer proximity of areas where residents can live, work, learn, and play allow for easy pathways and/or merged services.

HUMAN CONNECTION Foster community connection, both between neighbors and between residents and the City. Neighborhood Associations, supported by City Staff, are one path to increase connections between neighborhoods. City communications, such as press releases, social media, and the quarterly OurCR magazine, along with direct connections with residents can help build a strong relationship and trust between the City and the residents we serve.

EMBRACE THE OUTDOORS

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PRESERVE NATURAL AREAS AND MANAGE IMPACTS. ESTABLISH A PREMIER SYSTEM FOR PARKS AND RECREATION.

A post-flood Cedar Rapids has already made great strides in embracing its natural systems. Relatively recent studies speak to the value of environmentally sensitive areas and large tracts of habitat to support diverse plants and wildlife. Residents need nature integrated into daily living for physical and mental health.

A GREENER CITY The riverfront greenway is just one piece of a community seeking at every turn to make its mark in the arena of sustainability. Pockets of dynamic social spaces coupled with relatively high per capita park acres have inspired residents and leaders to promote public health in daily living, to support restoration, multi-family housing, energy conservation and alternative fuels, complete streets, sustainable sites, easy-access trails - the list goes on. They ask for a community that makes a commitment to sustainability.

EMBRACE THE RIVER As the City develops the Flood Control System, it is important to maintain our connection with the Cedar River. We should recognize our river as an asset and enhance opportunities for residents to connect with nature and enjoy recreation opportunities on and around the river.

STREAMLINE SERVICES

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PROVIDE EFFICIENT URBAN SERVICES.

STREAMLINED GOVERNMENT, EFFECTIVE PARTNERSHIPS Many see the public-private partnership - in varied configurations - as one of the paths to Cedar Rapids' future success. They see those partnerships most enriched through government systems that foster collaboration and coordination. One-stop-shops, all stakeholder roundtables and consistency across boundaries in rules and rule-making surface as potential tools for Cedar Rapids' progressive future.

CONTINUAL INNOVATION The City of Cedar Rapids has a strong culture of innovation and adaptability, which has served well to allow the City to react to unanticipated events and circumstances. This philosophy should continue to grow as we strive to improve services and react to ever changing conditions.

FUTURE LAND USE MAP

The Future Land Use Map shows the future land use designations for existing land uses and longer term growth areas. This map shows land use transitions that will not occur for many years, beyond the 2035 time frame.

The future land use map is based on the guiding principles and adopt an intensity-based approach to managing land development.

Important Points About the Maps

The map depicts new land uses for privately owned properties. The transition of these properties from their current use to the depicted use is expected to occur over time, in response to market demands, as property owners voluntarily sell, develop, or change the use of their land.

The Future Land Use Map presents the land uses envisioned for the future. The new land uses represented on this map will transition over time, as property owners voluntarily sell, develop, or change their property.

The Future Land Use map provides flexibility for a variety of land uses within each Land Use Typology Area (LUTA). The map should provide guidance for:

• Levels of intensity and density.
• Generalized land use locations and transitions: Minor variations in land use, such as a small civic use on a residential block, are not reflected in this generalized map, but may still be permitted per new zoning regulations.
• Collector and Arterial Street connections: Critical arterial and collector street connections are specified on this map, though the exact routes will depend on detailed engineering studies. Local streets will be determined as development occurs. See ConnectCR.
• Critical Natural Resource Areas: Areas are based on the development suitability map in GreenCR. The boundaries of these areas should be given significant weight in decision-making.

Guide for Land Use Decisions. The Future Land Use map will guide the land use and development decisions of the City Planning Commission and the City Council. As such, it serves to inform property owners and encourage development proposals that are consistent with the community vision.

MAP 1: Future Land Use Map

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Due to the dynamic nature of the Future Land Use Map, all instances of this map shown in this document are intended to be illustrative and may not show the most up to date LUTA. The official Future Land Use Map shall be maintained by the city and made available online at crgis.cedar-rapids.org/FLUM or upon request.

LUTA Overlays

• ||||| Environmental Conservation
• — Urban Reserve
• — Cedar Rapids Boundaries

Land Use Typology Areas

• Agriculture
• Park/Open Space
• Rural
• Urban Low Intensity
• Urban Large Lot
• Urban Medium Intensity
• Urban High Intensity
• Downtown
• Commercial
• Industrial
• Employement Reserve
• Public/Semi-Public
• Flood Control Study Area

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ELEMENTS

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"Isn't it astonishing that all of these secrets have been preserved for so many years just so we could discover them!"

• Orville Wright, former resident of Cedar Rapids

STRUCTURE

THE ORGANIZATION OF THE PLAN

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DISCOVER A review of the public engagement process and trends indicated by previous plans, reports, and studies.

GUIDING PRINCIPLES The principles of the plan emerged through the public engagement process, and established the desirable conditions for Cedar Rapids' future.

ELEMENTS The structure of the plan is organized around six strategic elements, each providing goals and initiatives for public policy.

IMPLEMENTATION An ongoing process that uses and updates the plan.

ELEMENTS

STRATEGIC APPROACH TO ACCOMPLISHING GOALS

The elements of this plan, with their associated goals, are as follows:

StrengthenCR. Make bold moves in community planning to retain the character of neighborhoods and corridors.

GrowCR. Make bold moves in future planning to encourage sustainable connections of growth areas to existing neighborhoods.

ConnectCR. Create a culture that enhances transportation options for pedestrians and cyclists through complete streets, trails, and public transportation.

GreenCR. Buffer and connect existing parks, trails, and streams to build a natural network in addition to regional collaborations and individual efforts to improve stormwater management, water quality, wildlife habitat, and outdoor recreation.

InvestCR. Make Cedar Rapids a desirable place for businesses to start, move, and grow by leveraging resources to invest in business districts and amenities that keep and attract a skilled workforce.

ProtectCR. Provide quality services to increase neighborhood safety and keep moving forward with the flood control system.

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STRENGTHENCR

STRENGTHENCR

StrengthenCR focuses on strengthening Cedar Rapids’ neighborhoods. This element covers topics related to land use, housing, mobility, services and infrastructure, and other topics important to neighborhoods. This element identifies specific strategies and initiatives to ensure Cedar Rapids is a city of strong and vibrant neighborhoods, and also outlines an approach to planning for its diverse communities.

AN APPROACH TO FUTURE PLANNING EFFORTS

EnvisionCR provides the foundation for all future planning efforts. Recognizing that planning is continually happening, StrengthenCR outlines an approach to planning that provides a mechanism for neighborhoods, residents, and other stakeholders to work with the city to develop plans that respond to their diverse needs and contexts. Specifically, StrengthenCR outlines four types of planning initiatives:

1. 1. Neighborhood Action Plans. Neighborhood Actions Plans are reserved for neighborhood associations.
2. 2. Area Action Plans. Area Action Plans cover areas of the city that are located outside of neighborhood associations.
3. 3. Corridor Action Plans. Corridor Action Plans focus on important transportation corridors. Corridor action plans may be integrated into a neighborhood or area action plan, or may be stand-alone.
4. 4. Study Areas. Certain areas of the city may require more in-depth study and technical analyses prior to any formal planning process. These areas will be studied further prior to initiating one of the aforementioned action plans.
5. 5. Micro-Area Action Plans. Similar to area action plans, but focuses on a smaller geographic area.

All action plans will be tailored toward the unique geographic, demographic, and social diversity of each area. They will involve stakeholders, including but not limited to residents, businesses, property owners, city departments, regional agencies, and adjacent jurisdictions. At a minimum plans will be developed using the following guidelines also shown in Figure 1:

• Assess existing conditions, including a “Visual Preference Survey” and a “Character Analysis”.
• Review and evaluate land use policy issues.
• Review and evaluate the transportation network and identify improvements that meet the needs of all users and ensure multi-modal connectivity.
• Review and evaluate service and utility needs and identify issues and solutions.
• Explore opportunities for infill and redevelopment of vacant and underutilized parcels.
• Identify specific goals and outline policy initiatives and action steps to achieve those goals.

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STRENGTHENCR GOALS

1. Support existing and new neighborhood associations through the development of Neighborhood Action Plans.
2. Improve the quality and identity of neighborhoods and key corridors.
3. Adopt policies that create choices in housing types and prices throughout the city.
4. Create a city that is affordable and accessible to all members of the community.

Visual Preference Survey

A visual preference survey, or an equivalent, will aid in determining those aspects of development character deemed to be positive and negative. This technique asks stakeholders to score images that illustrate various elements of development character.

Character Analysis of the Built Environment

Based on the feedback from the visual preference survey on what types of development are considered positive and what types are considered negative, a character analysis will be conducted. The character analysis examines the built environment and determines the positive and negative development features and identifies the dominant development characteristics – both positive and negative.

Review Development Regulations

A review of the development regulations is an important part of any planning effort. Based on the results of the character analysis, development regulations can be reviewed to evaluate whether they support the maintenance of the positive characteristics and provide tools to correct the negative characteristics. If existing regulations are inconsistent with this analysis, recommendations for revisions of current regulations or the creation of new regulations should be incorporated into the list of identified policy initiatives and action steps.

Figure 2 is a diagram of the various planning efforts that show the relationship to EnvisionCR. Neighborhood Action Plans, Area Action Plans, and Corridor Action Plans act as components of EnvisionCR, the foundational document, and must be consistent with its goals.

FIGURE 1: Minimum Plan Development Guidelines

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An example of an approach to a Character Analysis:

1. General Character:

   • Is development suburban or urban character?
   • What is the density of development?
   • Is there residential diversity (single-family/attached/multi-family)?
   • What are the dominant building forms?
   • Is there integration or separation of land use types?

2. Street and Block Patterns:

   • Is there a grid street pattern, or irregular block shapes with cul-de-sacs?
   • Are alleys prevalent?
   • Are there sidewalks? Where are they?
   • Is there on-street parking?
   • What is the public area and private landscaping?

3. Building Placement and Location:

   • What are the dominant single-family front/side setbacks?
   • What are the dominant multi-family and commercial setbacks?
   • What is the commercial building orientation?
   • What is the location of surface parking?

4. Building Height:

   • What are the typical heights of single-family, multi-family and commercial buildings?

5. Mobility:

   • What is the neighborhood’s reliance on the automobile verses accommodation of pedestrian, bicycle and multi-modal transportation systems?

GOAL 1: Support existing and new neighborhood associations through the development of Neighborhood Action Plans.

Some areas of Cedar Rapids do not have a formal neighborhood group. Without encouragement by city officials, neighborhood groups typically only form and become active to address ongoing serious neighborhood issues or take advantage of a specific opportunity. For example, many of today’s more active neighborhood groups were re-invigorated in response to the flood of 2008. However, this often leaves many neighborhoods without a clear impetus to organize, despite the potential benefits. In order to encourage more neighborhoods to become active and organize, the city created a Neighborhood Certification Program.

Currently, Cedar Rapids has 10 registered neighborhood associations, as shown in Map 1. Neighborhood groups can be a huge benefit to a community – they can help plan and support neighborhood improvements, create a stronger sense of community, and act as a liaison with the city.

To date, the focus of Cedar Rapids' neighborhood planning efforts has been on the downtown and central city neighborhoods. These neighborhoods were most impacted by the 2008 flood, and the flood recovery process created an immediate need to plan for the future of these neighborhoods. In each of these planning processes, neighborhood residents, property owners, business people, and other stakeholders were brought together to identify neighborhood issues and develop goals and strategies to address the most serious problems.

NEIGHBORHOOD ACTION PLANS

While the planning that has occurred since the 2008 flood has been successful, many areas of the city may benefit from more specific, targeted planning efforts. These planning efforts will allow a more detailed look at the city's diverse communities.

StrengthenCR outlines an approach to future planning efforts and establishes a process by which residents and other stakeholders may engage in a planning process that addresses the issues and identifies the opportunities unique to individual communities. Specifically, Neighborhood Action Plans, which are reserved for certified neighborhood associations, will be developed.

Neighborhoods are often defined by a combination of factors, ranging from social to economic, but the physical geography of the community typically plays a fundamental role. The series of maps in this section illustrates the physical

PLANS ONLINE

The Wellington Heights Neighborhood Plan is an example of a Neighborhood Action Plan. Visit:

www.cedar-rapid.org/government/departments/community-development

features that in many cases help to define neighborhoods.

Over time new neighborhood groups will form, and this is encouraged through the city's Neighborhood Certification Program. The focus of Neighborhood Action Plans is on these formally organized groups of citizens with defined neighborhood boundaries. Within these areas, the city is committed to working with neighborhood groups and other stakeholders on the development of future Neighborhood Action Plans.

FIGURE 2: EnvisionCR Planning Program

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MAP 1: Registered Neighborhood Associations in Cedar Rapids - 2023

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Bever Park	Ellis Harbor	Northwest Neighbors	Vernon Heights
Cedar Valley	Kenwood Park	Oak Hill Jackson	Wellington Heights
Cherry Hill	Mound View		Westdale Area
Cleveland Area	Noelridge Park	Taylor

ONGOING TASKS

The City continually tracks the progress of the Neighborhood Certification Program work plan projects. Neighborhood groups should seek to be recognized by the city as a Certified Neighborhood. Receiving the designation will assist in communication between grassroots interests and projects and possible support from the city.

The City also provides the Neighborhood Service Delivery Program (NSD) to existing and newly formed neighborhood associations. NSD consists of programs and tools organized by the city to deliver to neighborhoods, with the goals of addressing issues such as safety, maintenance, infrastructure, connectivity, and city responsiveness; building relationships among neighborhoods; bringing government closer to people; and increasing visibility.

Neighborhood Action Plans, initiated by the city or neighborhood group, are strategic plans supported by the city. The Westdale Area Action Plan was adopted in December of 2022.

GOAL 2: Improve the quality and identity of neighborhoods and key corridors.

The character and quality of neighborhoods and corridors help define the city. In addition, improving the quality of these areas improves perceptions, provides a strong sense of place, and helps to attract and retain a vibrant population. Making improvements and enhancing the quality of the city's diverse communities requires an approach to planning that incorporates the unique character of each area, but also considers a variety of topics that impact all communities.

NEIGHBORHOODS

Land Use and Transportation Connection

Every community is unique, but many communities' most celebrated areas have an integrated mix of land use and a multi-modal transportation system that meets the needs of all users. In planning for Cedar Rapids' communities, it is important to consider how land use patterns impact people's mobility. Promoting multiple land uses and higher intensities, as opposed to low-density sprawl, encourages biking, walking, and transit use. This also promotes a more active lifestyle and leads to healthier and more sustainable communities.

Creating Opportunities for Infill Development

Promoting infill development is a land use strategy that reduces the amount of land consumed and also reduces the cost of providing infrastructure and services. Development on vacant and underutilized sites that have access to public utilities is encouraged.

Brownfield sites, which are environmentally contaminated or potentially contaminated sites, also provide opportunities for infill development. There are challenges to developing these sites, as costs for remediation are often expensive.

In many cases, financing, incentives, or other programs are necessary in order to promote redevelopment on brownfields. The Iowa Department of Natural Resources maintains an inventory of contaminated sites, which provides useful information for planning purposes.

Restoring the historic fabric in neighborhoods is a tool for economic development. For example, adapting the Water Tower Place introduced housing in NewBo, which ultimately became a catalyst for additional neighborhood investment. These examples, along with hundreds of projects completed throughout Iowa, are examples of how historic preservation can stimulate new investment in existing neighborhoods.

Neighborhood Design

In addition to a mix of land uses and a variety of transportation options, design, including sustainable design, as well as arts and cultural and historic preservation can improve the overall health of a community.

Cedar Rapids has a rich history that stretches over more than a century. This history is partially reflected in the city's older buildings and important sites, most notably in and surrounding downtown but also in some residential and mixed use areas outside of the central district, such as the Czech Village. In addition, features that older adults consider relatively "new" now qualify for historic designations. For example, buildings constructed in the mid 1950s now meet the 50-year old guideline used by the National Register of Historic Places. These buildings and sites are important assets for the city, provide the possibility of significant economic return, and help tell the city's story.

Much of the design for older neighborhoods focused on having sidewalks that connected people to schools, parks, neighborhood commercial; porches that engaged the neighborhood; trees and landscaping that framed the street; and garages were subordinate to the home and tucked behind the main facade. These distinctive characteristics of Cedar Rapids' pre-WWII neighborhoods are positive neighborhood attributes that need to be preserved and emulated.

Infill development should respect the established urban character of the neighborhood and reinforce design that promotes walkability, convenience, and engagement with neighbors. Incentive programs could be designed to support private initiatives that encourage walkable characteristics.

Green Building Practices

The Community Climate Action Plan calls for a Sustainable Business Program (Carbon-Free Action 3, page 31). The program, called Community Leaders, will enhance sustainable building practices (energy efficiency, clean energy, electrification, water, waste reduction) and land-use practices (trees, green infrastructure, gardens, bicycling facilities). The Green Homes program guides and celebrates sustainability action in neighborhoods, supporting the mission of the Community Climate Action Plan (Carbon-Free Action 1, page 29)..

Placemaking

The presence of cultural facilities can enhance specific districts (neighborhoods/areas/ etc.) and the community as a whole. These can include museums, performance spaces, galleries, civic buildings, public art and other public and private institutions. Existing cultural resources are an important part of the community and should be incorporated into future plans. Community planning efforts should identify opportunities to enhance districts with public art, gateway features and the thoughtful placement of potential future cultural facilities.

Historic Resources

MAP 2: 15-Minute Walk Time near Schools

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Connection to Schools

Neighborhood schools are the core of a neighborhood. Map 2 shows the school locations of the school districts that serve Cedar Rapids. The identity of many Cedar Rapids’ neighborhoods is wrapped up in their schools – they are the focal point of the neighborhood, they create a gathering place for nearby residents, and often provide an attractive amenity by offering playgrounds and green space that are open to the public. Neighborhood schools are an important part of what attracts people to live in a neighborhood, and they play a role in creating the emotional connection that keeps residents there over time. This emotional component has a tangible effect on whether residents continue to invest in their properties and neighborhoods, and is thus a critical part of preventing neighborhood deterioration.

Map 3 identifies a 15-minute walk time around individual schools. These areas are priority areas for maintaining and improving connectivity in neighborhoods. Overcoming barriers to walkability will increase the number of people on sidewalks. These include:

Physical Barriers. Natural and built features can limit walkability and convenience. These features include rivers, steep slopes, busy streets, poor connection among streets, and lack of sidewalks.

Psychological Barriers. Aside from the physical barriers, walkers are influenced by their sense of security - their level of anxiety while traveling to their destination. Poor lighting and distressed housing/property can influence a person’s decision to walk to school, visit a friend by bike, run an errand, exercise and other routine activities.

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MAP 3: National Register of Historic Places - Listed Districts

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Historic Resources

Historic resources are an important part of Cedar Rapids' identity. They enhance quality of life, economic vitality, and environmental sustainability, which can lead to a community's overall space well being. Investment in these assets is a priority of the City of Cedar Rapids, and therefore, future planning efforts should carefully consider the role of historic preservation.

Map 4 outlines the city's nine national historic districts.

Local and National Districts

1. 2nd & 3rd Avenue Historic District
2. Redmond Park – Grande Avenue Historic District

National Districts Only

1. 3rd Avenue SW Commercial National Historic District
2. B Avenue NE National Historic District
3. Bohemian Commercial National Historic District
4. May's Island National Historic District
5. Oak Hill Cemetery National Historic District
6. Downtown National Historic District
7. Auto Row National Historic District

Historic Preservation Plan

The City's first Historic Preservation Plan (HPP) was adopted by the City Council on September 22, 2015. The HPP was one of eight identified measures to help mitigate the loss of historic properties from the 2008 flood as outlined in the terms of a Memorandum of Agreement in August of 2011. The HPP outlines the City's vision for historic preservation and the components of the preservation program. The preservation program consists of five parts:

1. Administration
2. Education
3. Incentives and benefits
4. Identification
5. Management Tools

The HPP identifies 10 overarching goals focused on preservation, which have policies and initiatives within them to help achieve the community's vision for preservation.