Loading...
HomeMy WebLinkAboutR2011-008ZdOur DocumehlsWesolufl-U Nuategic plan.doc RESOLUTION NO. R2011-008 A RESOLUTION APPROVING THE CITY OF DENTON'S STRATEGIC PLAN; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS a strategic plan is necessary to define who we are as an organization, what we envision for the future of the City in accordance with citizen expectations, and how we plan to achieve the long-term vision; and WHEREAS a strategic plan is the result of thorough analyses of the internal and external environment in which an organization operates; and WHEREAS a strategic plan allows elected officials and administrators to better respond to and plan for the pressures and dynamics that may impact policy and administrative decisions; and WHEREAS the City of Denton embarked on the development of a Strategic Plan to serve as a roadmap for achieving long-term goals and objectives; and WHEREAS the Strategic Plan captures the City's vision, mission, and value statements; and WHEREAS key stakeholders were engaged throughout the development of the Strategic Plan, including the citizens, City Council, City management, and the Leadership Team; and WHEREAS a Strategic Planning Steering Committee was appointed to review the input generated from the stakeholders and create a document to recommend to the City Council; and WHEREAS the City Council discussed the Strategic Plan in detail at its annual retreat on February 8, 2011; and WHEREAS the strategic plan will be linked to the budget process so that resource allocation decisions can be prioritized in the future; NOW, THEREFORE, THE COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES: SECTION 1. The Strategic Plan attached as Exhibit "A" is hereby approved by the City Council. SECTION 2. The City Manager or his designee will bring forth the Strategic Plan for annual review by the City Council. ZAOu Documen[AResoln6ons\1 lstmtegic plnn.dm SECTION 3. This resolution shall become effective immediately upon its passage and approval. PASSED AND APPROVED this the day of ~d& ,2011. P-~ARk A. B R!R U HS, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY BY: na*z 1 11 w A APPROVED AS TO LEGAL FORM: ANITA BURGESS, CITY ATTORNEY BY: ! f;, The following vision, mission, and value statements provide the foundation for the strategic plan. Vision "Destination Denton" Denton is an identifiable and memorable de"stination and a community of opportunities. We achieve this by providing high quality of life through excellence in education, entertainment, and employment; neighborhood vitality and sustainability; environmerital and financial stewardship; and superior public facilities and services. Mission "Dedicated to Quality Service" The City of Denton will foster an environment that will deliver extraordinary quality services and products through stakeholder, peer group, and citizen collaboration; leadership and innovation; and sustainable and efficient use of resources. Values "We Care" We care about our people, our community, and our work. We do this with integrity, respect, and fairness. On the following pages, the City of Denton Strategic Plan is outlined in terms of Key Focus Areas (KFAs), Goals, and Objectives. Below is a brief definition of each of these terms. Key Focus Areas (KFAs) are long-term and foundational in nature, and are based on Vision, Mission, and Values statements. Goals provide the method of achieving success within the KFAs. These are long-term, on-going, and actionable. Objectives provide more specificity on achieving the goals. By nature of the relationship to the goals, objectives are shorter-term and may change over time to meet the changing environment. City of Denton Strategic Plan KFA 1: ORGANIZATIONAL EXCELLENCE Goal 1.1. Manage financial resources in a responsible manner. Objective 1.1.1. Utilize benchmarking, performance measurement, and progress evaluation to improve operations. Objective 1.1.2. Develop and implement long-range strategic plans. Objective 1.1.3. Provide timely, accurate, and relevant financial information. Objective 1.1.4. Ensure adequate internal controls are in place to prevent waste, fraud, and abuse. Objective 1.1.5. Manage enterprise funds to achieve financial self-sufficiency. Objective 1.1.6. Minimize fees and rates that are charged to our citizens and customers. Goal 1.2. Develop a high performance work force. Objective 1.2.1. Create succession and workforce management strategy to ensure organizational sustainability and continuity. Objective 1.2.2. Attract, retain, and motivate qualified and diverse staff to ensure consistent implementation of established vision. Objective 1.2.3. Establish a culture where employees feel valued and respected. Objective 1.2.4. Facilitate open inter- and intra-departmental communication and collaboration. Objective 1.2.5. Establish a culture of accountability at all levels of governance. Goal 1.3. Promote effective internal and external communication. Objective 1.3.1. Maintain on-going staff communication with City Council, Boards, and Commissions. Objective 1.3.2. Utilize both traditional and non-traditional forms of communication to disseminate accurate information. Objective 1.3.3. Actively seek feedback from citizens and employees, in order to identify and implement programmatic changes, as appropriate. Goal 1.4. Provide exemplary customer service. Objective 1.4.1. Ensure all customer interactions are conducted in a professional and courteous manner. Objective 1.4.2. Respond to customer inquiries in a timely fashion. Objective 1.4.3. Provide convenient methods of conducting business with the City. Goal 1.5. Utilize technology to enhance efficiency and productivity. Objective 1.5.1. Develop Information technology systems to automate routine processes. Objective 1.5.2. Utilize data analysis to make informed management and operational decisions. Objective 1.5.3. Reduce reliance on paper-based systems. KFA 2: PUBLIC INFRASTRUCTURE Goal 2.1. Optimize resources to improve quality of City roadways. i Objective 2.1.1. Manage City street funding based on Overall Condition Index (OCI) methodology. Objective 2.1.2. Develop a long-range strategy to transition street funding to achieve the OCI criteria. Objective 2.1.3. Improve the design criteria for all dedicated roadways. Objective 2.1.4. Maintain an acceptable level of service on all City roadways. Objective 2.1.5. Design and construct all capital street projects on a 40-year design life. Objective 2.1.6. Update the Mobility Plan every five years. Goal 2.2. Seek solutions to mobility demands and enhance connectivity. Objective 2.2.1. Coordinate with DCTA to provide effective multi-modal connectivity. Objective 2.2.2. Coordinate with TxDOT to maintain and enhance the state road network. Objective 2.2.3. Improve walkability/pedestrian access. Objective 2.2.4. Encourage and improve bicycle mobility. Objective 2.2.5. Enhance aviation infrastructure at the Denton Airport. Goal 2.3. Promote superior utility services and facilities. Objective 2.3.1. Plan for long-term resource acquisition and development. Objective 2.3.2. Assure regulatory compliance and legislative oversight. Objective 2.3.3. Protect public health and provide reliable service. Objective 2.3.4. Ensure operational and environmental sustainability. Objective 2.3.5. Effectively maintain and operate municipal facilities. Objective 2.3.6. Develop and support rates to provide funding for strategic objectives. Goal 2.4. Manage drainage infrastructure. Objective 2.4.1. Require new drainage infrastructure to design 100-year flood protection, based on fully developed conditions. Objective 2.4.2. Rehabilitate existing drainage system in compliance with 100-year flood protection criteria. Objective 2.4.3. Develop funding mechanism to rehabilitate inadequate drainage system components over a 20-year period. Objective 2.4.4. Require finished floor elevation certification on studied and unstudied drainage basins. Objective 2.4.5. Maintain street sweeping in compliance with the municipal good housekeeping management practices associated with storm water regulations. Goal 2.5. Develop Capital Improvement Program (CIP) based on community needs. Objective 2.5.1. Manage existing and future infrastructure needs to meet projected growth trends. Objective 2.5.2. Develop and implement financing plans for identified infrastructure needs. KFA 3: SUSTAINABLE ECONOMIC DEVELOPMENT & ENVIRONMENTAL STEWARDSHIP Goal 3.1. Manage growth, development, and redevelopment opportunities. Objective 3.1.1. Update Comprehensive Plan. Objective 3.1.2. Execute Downtown Implementation Plan (DTIP). Objective 3.1.3. Promote Smart Growth/Infill initiatives in assessing development projects. Objective 3.1.4. Preserve and maintain historic structures and culture of Denton. Objective 3.1.5. Encourage environmentally-sustainable development, business, and construction practices. Goal 3.2. Encourage economic development. Objective 3.2.1. Create comprehensive Economic Development incentive policy to maximize Return on Investment to community. Objective 3.2.2. Develop marketing effort to build on existing assets. Objective 3.2.3. Create Industrial Park Master Plan, identifying challenges and opportunities for sound growth. Objective 3.2.4. Focus on economic development efforts that enhance the development of the University of North Texas Discovery Park. Objective 3.2.5. Increase growth of visitor industry in Denton. Goal 3.3. Promote environmental sustainability. Objective 3.3.1. Establish sustainability goals and actions. Objective 3.3.2. Improve local and regional air quality. Objective 3.3.3. Manage natural resources responsibly. Objective 3.3.4. Provide public education and involvement opportunities. Objective 3.3.5. Ensure financial integrity of sustainability efforts. KFA 4: SAFE, LIVABLE, and FAMILY FRIENDLY COMMUNITY Goal 4.1. Enhance public safety in the community. Objective 4.1.1. Expand departmental collaboration and community partnerships by increasing involvement, communication, education, and utilizing technology. Objective 4.1.2. Secure and deploy public safety resources in the most effective and efficient manner possible. Objective 4.1.3. Evaluate existing and future public safety facility needs in order to provide the most effective delivery of emergency response services. Objective 4.1.4. Focus on prevention programs to heighten awareness, minimize loss, and support a safer community. Objective 4.1.5. Maintain a high level of preparedness through planning, training, and the utilization of resources. Goal 4.2. Seek clean and healthy neighborhoods in the City of Denton. Objective 4.2.1. Provide effective code enforcement services that meet community expectations. Objective 4.2.2. Promote positive environmental behaviors and practices for the City of Denton and its residents. Objective 4.2.3. Enhance the quality, livability, and sustainability of the neighborhoods in Denton. Objective 4.2.4. Support revitalization efforts of existing low-moderate income neighborhoods. Goal 4.3. Provide quality, diverse, and accessible neighborhood services for the community. Objective 4.3.1. Meet customer needs through quality and diverse programs. Objective 4.3.2. Provide quality parks, libraries, and recreation services to promote leisure, cultural, and educational opportunities in the community. Objective 4.3.3. Promote a family friendly environment. Objective 4.3.4. Co-sponsor annual community events and festivals. KFA 5: PARTNERSHIPS AND REGIONAL LEADERSHIP Goal 5.1. Actively participate in regional, state, and federal initiatives. Objective 5.1.1. Maintain dialogue with state and federal delegation and agencies. Objective 5.1.2. Promote bi-annual legislative agenda and congressional priorities. Objective 5.1.3. Pursue effective representation at the state and federal levels. Goal 5.2. Maintain visible and effective relationships with governmental and non-governmental organizations. Objective 5.2.1. Maintain dynamic presence at the local Chambers of Commerce. Objective 5.2.2. Participate in regional, state, national, and international coalitions (RTC, NCTCOG, TML, NLC, ICMA, etc). Objective 5.2.3. Support staff participation in regional, state, national, and international professional organizations. Objective 5.2.4. Build relationships with key organizations to enhance community and social services. Objective 5.2.5. Cultivate mutually beneficial relationships with local educational and governmental institutions.