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HomeMy WebLinkAboutMay 06, 2013 Agenda AGENDA CITY OF DENTON CITY COUNCIL May 6, 2013 After determining that a quorum is present, the City Council of the City of Denton, Texas will convene in a Work Session on Monday, May 6, 2013 at 11:30 a.m. in the Council Work Session Room, 215 E. McKinney Street, Denton, Texas at which the following item will be considered: NOTE: A Work Session is used to explore matters of interest to one or more City Council Members or the City Manager for the purpose of giving staff direction into whether or not such matters should be placed on a future regular or special meeting of the Council for citizen input, City Council deliberation and formal City action. At a Work Session, the City Council generally receives informal and preliminary reports and information from City staff, officials, members of City committees, and the individual or organization proposing council action, if invited by City Council or City Manager to participate in the session. Participation by individuals and members of organizations invited to speak ceases when the Mayor announces the session is being closed to public input. Although Work Sessions are public meetings, and citizens have a legal right to attend, they are not public hearings, so citizens are not allowed to participate in the session unless invited to do so by the Mayor. Any citizen may supply to the City Council, prior to the beginning of the session, a written report regarding the citizen’s opinion on the matter being explored. Should the Council direct the matter be placed on a regular meeting agenda, the staff will generally prepare a final report defining the proposed action, which will be made available to all citizens prior to the regular meeting at which citizen input is sought. The purpose of this procedure is to allow citizens attending the regular meeting the opportunity to hear the views of their fellow citizens without having to attend two meetings. 1.Receive a report, hold a discussion and give staff direction regarding an update on the City of Denton Strategic Plan and Preliminary Budget priority items for FY 2013-14. NOTE: The City Council reserves the right to adjourn into a Closed Meeting on any item on its Open Meeting agenda consistent with Chapter 551 of the Texas Government Code, as amended, including without limitation, Sections 551.071-551.086 of the Texas Open Meetings Act. C E R T I F I C A T E I certify that the above notice of meeting was posted on the bulletin board at the City Hall of the City of Denton, Texas, on the ________day of ___________________, 2013 at ________o'clock (a.m.) (p.m.) ____________________________________ CITY SECRETARY NOTE: THE CITY OF DENTON COUNCIL WORK SESSION ROOM IS ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT 349-8309 OR USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1-800- RELAY-TX SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH THE CITY SECRETARY’S OFFICE. AGENDA INFORMATION SHEET AGENDA DATE: May 6, 2013 DEPARTMENT: Finance ACM: Bryan Langley SUBJECT Receive a report, hold a discussion, and give staff direction regarding an update on the City of Denton Strategic Plan and Preliminary Budget priority items for FY 2013-14. BACKGROUND After many months of work by the City Council and staff, the City Council adopted its first Strategic Plan on April 5, 2011. The Strategic Plan is a product of the input generated from the 2008/2009 Citizen Survey, two City Council Planning Sessions, two Leadership Retreats, and a special appointed Strategic Planning Steering Committee. The Strategic Plan is intended to serve as a roadmap for achieving long-term goals and objectives that capture the C Mission, and Value statements. The Strategic Plan adopted in April 2011 is attached as Exhibit 1. In the fall of 2011, staff also began a second phase of the strategic planning process to more clearly link departmental functions to the strategic plan, define appropriate performance indicators, and develop systematic reporting mechanisms. The result of this process was the creation of a Strategic Plan Performance Report. This report was first produced in March 2012, and the document is updated and published on a routine basis in the Quarterly Financial Report. In Exhibit 2, a copy of the December 2012 Strategic Plan Performance Report is provided for your review. In accordance with the Strategic Plan, a number of preliminary budget priorities have been identified for the upcoming 2013-14 fiscal year. These priorities are designed to achieve the goals outlined in the Strategic Plan, and they are based on input from staff and the City Council. budget recommendations at this point in the process. Rather, they are meant to provide a framework for decision making as we consider the development of the upcoming budget. In Exhibit 3, a PowerPoint presentation is provided to outline the various budget priorities that have been identified. The purpose of this item is to discuss the suggested budget priorities in the context of the Strategic Plan and Performance Report. Specifically, staff is requesting City Council feedback on whether adjustments should be made to the Strategic Plan and/or budget priorities that have been identified. Agenda Information Sheet May 6, 2013 Page 2 EXHIBITS Exhibit 1: Strategic Plan approved by the City Council on April 5, 2011 Exhibit 2: Proposed Strategic Plan Performance Report Exhibit 3: PowerPoint Presentation Respectfully submitted: Bryan Langley Assistant City Manager Exhibit 1 CITY OF DENTON STRATEGIC PLAN Adopted by the City Council on April 5, 2011 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. Maintain reasonable fees and rates for 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 Commiss. 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 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 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 proce Objective 1.5.2. Utilize data analysis to make informed management and operationa Objective 1.5.3. Reduce reliance on paper-based systems. 1 Exhibit 1 KFA 2: PUBLIC INFRASTRUCTURE Goal 2.1. Optimize resources to improve quality of City roadways. 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 c. 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 net 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 objec 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 sy 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 h management practices associated with storm water regulations. Goal 2.5. Develop Capital Improvement Program (CIP) based on community nee. Objective 2.5.1. Manage existing and future infrastructure needs to meet projecte. Objective 2.5.2. Develop and implement financing plans for identified infrastructneeds. 2 Exhibit 1 KFA 3: SUSTAINABLE ECONOMIC DEVELOPMENT & ENVIRONMENTAL STEWARDSHIP Goal 3.1. Manage and facilitate 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 project 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 o 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. 3 Exhibit 1 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 involvement, communication, education, and utilizing technology. Objective 4.1.2. Secure and deploy public safety resources in the most effective possible. Objective 4.1.3. Evaluate existing and future public safety facility needs in ord effective delivery of emergency response services. Objective 4.1.4. Focus on prevention programs to heighten awareness, minimize los safer community. Objective 4.1.5. Maintain a high level of preparedness through planning, training 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 . Objective 4.2.2. Promote positive environmental behaviors and practices for the Cand its residents. Objective 4.2.3. Enhance the quality, livability, and sustainability of the neigh. 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. 4 Exhibit 1 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, NC TML, NLC, ICMA, etc). Objective 5.2.3. Support staff participation in regional, state, national, and in 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 education and governmental institutions. 5 Exhibit 2 5 Section City of Denton Quarterly Financial Report December 2012 PERFORMANCE REPORT Exhibit 2 Strategic Plan Performance Dashboards In FY 2010-11, the City of Denton embarked on the development of a Strategic Plan to serve as a roadmap for achieving long- Strategic Plan is a product of the input generated from the 2008/2009 Citizen Survey, two City Council Planning Sessions, two Leadership Retreats, a special appointed Strategic Planning Steering Committee, and a City Council retreat in February 2011. The Strategic Plan is organized into five Key Focus Areas (KFAs) and major goals associated with each KFA are also identified. In April 2011, the City Council adopted the below Strategic Plan to serve as the basis for resource allocation decisions. Key Focus Area 1: Organizational Excellence Goal 1.1 Manage financial resources in a responsible manner. Goal 1.2 Develop a high performance work force. Goal 1.3 Promote effective internal and external communication. Goal 1.4 Provide exemplary customer service. Goal 1.5 Utilize technology to enhance efficiency and productivity. Key Focus Area 2: Public Infrastructure Goal 2.1 Optimize resources to improve quality of City roadways. Goal 2.2 Seek solutions to mobility demands and enhance connecti Goal 2.3 Promote superior utility services and facilities. Goal 2.4 Manage drainage infrastructure. Goal 2.5 Develop Capital Improvement Program (CIP) based on comm Key Focus Area 3: Sustainable Economic Development & Environment Goal 3.1 Manage and facilitate growth, development, and redevelopment opportunities. Goal 3.2 Encourage economic development. Goal 3.3 Promote environmental sustainability. Key Focus Area 4: Safe, Livable and Family Friendly Community Goal 4.1 Enhance public safety in the community. Goal 4.2 Seek clean and healthy neighborhoods in the City of Denton. Goal 4.3 Provide quality, diverse, and accessible neighborhood s Key Focus Area 5: Partnerships and Regional Leadership Goal 5.1 Actively participate in regional, state, and federal initiatives. Goal 5.2 Maintain visible and effective relationships with government-governmental organizations. In addition to the above KFAs and goals, the Strategic Plan also identified a number of specific and actionable objectives for the organization. While this level of detail is beyond the scope of this document, the detailed version of the Strategic Plan is used by the organization to drive results and achieve the stated goals. On the following page, a matrix is presented to depict which departments are responsible for implementing each of the KFAs described above. While every department has some level of responsibility for each KFA, the matrix is On the accompanying Performance Dashboards, the Key Performance Indicators (KPIs) for each KFA by department are depicted. Exhibit 2 SERVICE AREA KFA 1KFA 2KFA 3KFA 4KFA 5 UTILITIES Electric Water Wastewater Solid Waste INTERNAL SUPPORT Technology Services Materials Management Fleet Risk NEIGHBORHOOD SERVICES Building Inspection Code Enforcement Libraries Parks and Recreation Planning Development Review Engineering Gas Well Review Community Development PUBLIC SAFETY Fire Policeand Animal Services Municipal Courtand Municipal Judge TRANSPORTATION Airport Streets Traffic Transportation ADMINISTRATIVE & COMMUNITY SERVICES City Manager's Office Economic Development Facilities Management Finance Human Resources Internal Audit Legal Public Communications Key Focus Area 1: Organizational Excellence Key Focus Area 2: Public Infrastructure Key Focus Area 3: Sustainable Economic Development & Environment Key Focus Area 4: Safe, Livable and Family Friendly Community Key Focus Area 5: Partnerships and Regional Leadership \��� Exhibit 3 \��. �. � . ,.�� , May to July — Management refines projections and prepares recommended budget. " June — PUB reviews Utility Budgets, CIP, and provides recommendation to the City Council. " June 18th — Work session to discuss budget. , End of July — City Manager's Proposed Budget submitted to the City Council. , August 1 St — Budget Workshop with the City Council. , August�September — Additional work sessions and public hearings regarding the budget. " October 1St — Beginning of FY 2013-14.