Building Official at City of Cedar Falls.
Work Email
j***********@c*************
Direct Phone
+1 (***) ***-****
LinkedIn URL
linkedin.com/in/••••••••
Employing Organization
Team
Decision makers at City of Cedar Falls
AICP, Planner II
Assistant Director of Public Safety/Police Chief
City Clerk
City Engineer
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from Jamie Castle’s organization
This document introduces 'Charting Tomorrow,' a community-driven strategic plan initiative designed to gather citizen aspirations and goals for the future of Cedar Falls. It encourages community involvement to shape the direction for the years ahead.
The Major Thoroughfare Plan for the City of Cedar Falls, Iowa, adopted in May 2025, provides a comprehensive framework for the city's road infrastructure. The plan details the classification of existing and planned thoroughfares, encompassing categories such as Local, Collector, Arterial, and Principal Arterial roads. Its objective is to guide the strategic development and management of the transportation network within the city.
The Future Forward 2025 Community-Wide Strategic Plan for Cedar Falls aims to advance the city's economic vitality, quality of life, and community well-being. Its strategic pillars focus on strengthening the business climate, enhancing retail and service amenities, developing riverfront attractions, diversifying housing options, supporting a local food co-op, improving public spaces, ensuring comprehensive wellness and healthcare, advancing technology and transportation connectivity, promoting environmental sustainability, enriching arts and culture, fostering North Cedar development, deepening university engagement, cultivating community inclusiveness, encouraging regional collaboration, and leading in education for all ages.
The Community-Wide Strategic Plan 2016, also known as Future Forward 2025, outlines Cedar Falls' vision for the year 2025. It focuses on enhancing the community's prosperity through innovation, job growth, and a diversified tax base. The plan aims to improve the quality of place by focusing on lifestyle amenities, wellness services, connectivity, sustainability, and cultural offerings. It also seeks to enhance the quality of life for its people through community engagement, inclusivity, regional collaboration, and education.
Extracted from official board minutes, strategic plans, and video transcripts.
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