Sidney Community Betterment Committee

01/31/2026

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01/31/2026

The Builders You Need Already Live in Your City.

They’re not waiting for a national housing developer to
show up. They’re trying to figure out how to build that
next incremental thing — something affordable, something
useful — in the place they already call home.
Strong Towns interviewed dozens of people doing this
kind of work. We also know a lot of people who would like
to be doing this work, but something is preventing them.
Generally, it’s something small. These are our people,
doers who are passionate about making their community
better. We know them and we love them. They are real
heroes.

Here are five common types of incremental developers we
run into. Each one shows up with different strengths, and
each one needs a different kind of support.
It’s worth noting ahead of time: Some of these builders
overcame challenges and created new, much-needed
homes. Some of them overcame many challenges but
were ultimately stopped in their tracks. These are the
stakes: If cities don’t support these people, the real
consequences are that they won’t see the new homes
their communities need become real.

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01/30/2026

Why Incremental Developers Matter
When people talk about housing development, they often picture big projects: apartment towers,
master-planned subdivisions, and new infrastructure built from scratch.
However, the most resilient, affordable, and lasting neighborhoods weren’t built that way. They
grew slowly, a little at a time — house by house and block by block — by people with a personal
stake in the outcome. That’s what incremental developers do. And we need more of them.
Incremental developers work at a small scale. A garage conversion. A side lot duplex. A
renovation of an older home into two or three units. Their projects are modest, but their impact is
enormous.
Incremental developers:

1. Build wealth that stays in the neighborhood.

2. Use infrastructure that already exists.

3. Heal the gaps left behind by disinvestment or demolition.

4. Expand housing opportunity in a way that fits the block, not disrupts it.

This kind of development is naturally more contextual, durable, and human-scaled. It’s also more
financially productive for cities, adding taxable value with minimal new public cost.
Since it doesn’t rely on large capital stacks or lengthy entitlement processes, incremental
development can scale quickly. A city doesn’t need to count on one big developer breaking ground
on 100 units. It does need a swarm of incremental developers to each build one or two.
That kind of scale is exactly what our housing crisis demands.
Yet, most of these developers never get started. It’s not because their projects are impossible, but
because the systems we’ve built aren’t designed for people like them. The process is confusing. The
financing doesn’t work. The path forward is hard to see and the risk feels very, very personal.
Cities that want more entry-level, affordable housing must start by making room for the people who
can build it. That means creating systems that serve local builders — not just professionals, but
neighbors — who want to improve their place one step at a time.

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01/29/2026

Cities across North America are working hard to reform their zoning codes, streamline permitting, and
remove the barriers that make small-scale housing development difficult. That’s essential work that
many places are finally getting done.
But legal reform is only the beginning. Even when the rules are fixed, most of the people who might

act on those changes still don’t. They don’t build a backyard cottage. They don’t convert a single-
family home into a duplex. They don’t rehab the fourplex next door. Not because they don’t want to,

but because they need support — or even just an invitation.
These people aren’t real estate insiders. They’re not national builders or institutional investors.
They’re your neighbors. They’re homeowners, tradespeople, small landlords, and community-minded
entrepreneurs. They care about their block. They have skills. Some have experience. But what they
don’t have — yet — is clarity, support, and confidence.
Strong Towns published “The Housing-Ready City” to help cities make incremental development legal.
This followup, “Who Will Build the Housing-Ready City” will help you make it real.
This guide, “Who Will Build the Housing-Ready City?,” is about growing an ecosystem of people —
developers in the broadest, most human sense of the word. Our goal isn’t to attract big players. It’s
to empower the local talent that’s already present in every city. Because if we want more small-scale
development, we need more people willing and able to take that first step.
They’re already here. We just haven’t invited them in.
If we want a local housing market that is responsive to local needs, we
need to create an ecosystem where these incremental builders and
developers can thrive.

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01/29/2026

Anyone wanting this PDF message me.

Who Will Build the Housing-Ready City.pdf

05/10/2025

Interesting the council will be discussing the Job Description for the Public Works Director after they have appointed a person to that position, yet the position even does not exist yet. Also giving the person a raise in the middle of a budget year when according to the employee handbook states raises are to be applied at the beginning of a new budget year.

04/18/2025

The bad news is that no one's coming to save us. The good news is that we can save ourselves.


You know something is wrong with our cities and towns. You've seen the unfilled potholes, the empty storefronts, the housing prices that get higher every year. You want to make things better, but you don't know how. This is bigger than one person.

That's the power of a movement. When we work together, we can revolutionize our cities and towns. We can build good lives in prospering places.

You've already taken the first step. Now it's time to make it official. You don't need to be an expert or a politician. You just need to decide that your place is worth fighting for.


Join the Strong Towns Movement

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04/18/2025

City after city has low and declining rates of infrastructure life remaining. They’re not maintaining what they’ve built. They’re falling behind. And they’re doing it quietly, because a failing road, a cracking sidewalk, and a sagging pipe are easy things to ignore.
And when a city builds something new, its financial report immediately looks better. Building more makes the balance sheet look healthier in the short term, even as it sets the city up for long-term decline.
You can see this for yourself for your own city. Go to strongtowns.org/accounting to get access to our Finance Decoder. Years of city finances—clarified in an afternoon.

The fiscal health of our cities isn’t shaped by a single budget or council vote—it’s the result of decades of decisions, policies and development patterns. If you’ve used the Finance Decoder to uncover your community’s financial trajectory, share your findings and help paint the bigger pic...

04/18/2025

Times didn’t start changing. They already changed. If your city still runs with the same old chamber, tourism bureau, and economic development office doing the same old things—it’s time for a reset.

Let’s be honest: those institutions had their moment. They did good work for decades. But things evolve—people, the economy, expectations. And cities need to evolve too. We’re not moving the needle because we’re afraid to say out loud that what used to work just… doesn’t anymore.

This isn’t about tearing things down. It’s about asking: Are we still relevant? Because doing the wrong things more efficiently isn’t progress. Revitalization today isn’t about jobs or visitors—it’s about residents. It’s about emotion, beauty, pride, and belonging. Most legacy institutions haven’t caught up to this shift.

We live in an economy of aesthetics. People decide where to eat, live, shop, and travel based on how places make them feel. A beautiful home sells faster. A stylish café gets more foot traffic. A pretty downtown gets posted on Instagram. This isn’t shallow—it’s human nature.

So why are cities still ignoring this? Why are they laser-focused on cost instead of value? A fancy car and a luxury grocery store still do basic functions—but people pay a premium for the experience. Cities are no different. Residents want places that make them feel good. Proud. Connected. Inspired.

Your job isn’t to lure strangers. It’s to delight the people who already live there. Create places they love walking through. Give them beauty, safety, joy, and a little whimsy. That’s what builds loyalty. That’s what drives momentum.

Here’s a wild idea: start a Chamber of Cute. A Bureau of Enjoyment. An Office of Holy Hell This Town Makes Me Feel Great. Sounds silly? Not really. Because the places people love the most are the ones that deliver those exact feelings.

So take a hard look at your mission. At your budget. At your hours. Are you making people’s lives better? Are you proud of what your town looks like? Are your residents?

If not—change. It’s not too late. But the clock’s been ticking for a while

03/20/2025

This should be the first thing the city should do before acquiring anymore debt
Cities occasionally need to incur debt to finance a needed project or program for the community. It is recommended to first adopt a debt policy that governs the use of debt and provides a plan for the city. The following is a model for cities to review and consider using.
Model Debt Policy
The language in this model is compiled from various policies along with components from the Government Finance Officers Association’s Model Debt Policy. Each city should tailor the policy to their local preferences and expertise. As with all legal matters, cities are urged to consult with their city and bonding attorney for guidance.
City of _____________, IA Debt Policy
The purpose of this debt policy is to establish a set of parameters by which debt obligations will be undertaken by the city of ______________, IA. This policy reinforces the commitment of the city and its officials to manage the financial affairs of the city so as to minimize risk, avoid conflicts of interest and ensure transparency while still meeting the capital needs of the city. A debt management policy indicates to the public and the rating agencies that the city is using a disciplined and defined approach to financing capital needs under the Iowa Constitutional Debt Limit.
The goal of this policy is to assist decision makers in planning, issuing and managing debt obligations by providing clear direction as to the steps, substance and outcomes desired. In addition, greater stability over the long-term will be generated by the use of consistent guidelines in issuing debt.
Definition of Debt: All obligations of the city to repay, with or without interest, in installments and/or at a later date, some amount of money utilized for the purchase, construction, or operation of city resources. This includes but is not limited to notes, bond issues, capital leases, and loans of any type (whether from an outside source such as a bank or from another internal fund).
Approval of Debt: Bond anticipation notes, capital outlay notes, grant anticipation notes and tax and revenue anticipation notes will be submitted to the city council prior to issuance or commencing the obligation sale process. A plan for refunding debt issues will also be submitted to the council prior to the issuance process. Capital or equipment leases may be entered into upon approval of the council; however, details on the lease agreement must be consistent with the annual appropriations for debt management retirement.
Transparency
The city shall comply with legal requirements for notice and for public hearings related to debt issuance.
All notices shall be posted in the customary and required posting locations, including as required local newspapers, bulletin boards and Web sites.
All costs (including principal, interest, issuance, continuing and one-time) shall be clearly presented and disclosed to the citizens, city council and other stakeholders in a timely manner.
The terms and life of each debt issue shall be clearly presented and disclosed to the citizens/members, council and other stakeholders in a timely manner.
A debt service schedule outlining the rate of retirement for the principal amount shall be clearly presented and disclosed to the citizens/members, council and other stakeholders in a timely manner but not less than annually during the budgeting process.
Role of Debt
Long-term debt shall not be used to finance current operations. Long-term debt may be used for capital purchases or construction identified through the capital improvement, regional development, transportation, or master process or plan.
Short-term debt may be used for certain projects and equipment financing as well as for operational borrowing; however, the city will minimize the use of short-term cash flow borrowings by maintaining adequate working capital and close budget management.
In accordance with Generally Accepted Accounting Principles and state law,
The maturity of the underlying debt will not be more than the useful life of the assets purchased or built with the debt, not to exceed 30 years; however, an exception may be made with respect to federally sponsored loans, provided such an exception is consistent with law and accepted practices.
Debt issued for operating expenses must be repaid within the same fiscal year of issuance or incurrence.

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