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Home My WebLink About2017-065 Draft 2017-18 Strategic PlanDate: September 8, 2017 INFORMAL STAFF REPORT TO MAYOR AND CITY COUNCIL SUBJECT: City of Denton Draft 2017-18 Strategic Plan Report No. 2017-065 BACKGROUND: The City of Denton Strategic Plan is an action-oriented road map designed to guide the organization toward achieving its mission and vision. The plan defines who we are, where we want to go, and how we plan to get there. As the City's annual strategic guide, the Strategic Plan provides a high-level overview of policy goals, planned actions for the upcoming fiscal year, and evidence-based measures of performance across all categories of City service. DISCUSSION: Staff have completed revisions to the City of Denton Draft Strategic Plan for the 2017-18 fiscal year and will be presenting a final draft to Council for consideration on September 19. Updates to the plan include project plans and goals for the upcoming year, provided by staff in each department, as well as feedback received from City Council members during this year's Council retreat and priorities for service identified through the recently completed Citizen Survey. The 2017-18 Strategic Plan retains the City's previously identified Key Focus Areas (KFAs) of Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, & Family-Friendly Community; and Sustainable & Environmental Stewardship. When compiling this year's plan, staff sought to incorporate current policy direction and citizen feedback wherever possible, and worked to simplify language and presentation to make the document easier to navigate for the general public. Additionally, staff have begun the process of updating the City's online dashboard to be consistent with revisions to the plan. This online portal will provide an additional method of public engagement and accountability as the City warks through the various components of the plan. Please see attached the Draft 2017-18 Strategic Plan that is planned to be presented to Council on September 19. Please note there are still a few targets that staff is working to fill in. Staff would request and appreciate any feedback on the document and proposed work plan from Council Members in order to better prepare the document for Council consideration on September 19. ATTACHMENTS: 1. Draft 2017-18 Strategic Plan STAFF CONTACT: Sarah Kuechler Assistant to the City Manager (940) 349-8356 Sarah.Kuechler(a�cityofdenton.com Lauren Barker Administration Manager, Solid Waste & Recycling (940)349-8739 Lauren.Barker(a��yofdenton.com + � � r� � �� _: � � .- _, ,. . s� ��c� � �_ _� ��i; � � '� �� '� � �1� � � • ` I� -s �� ) i _.f,! �� R �, L r � �� .-� -- ��1 .�. - �� L1, `� �I �_ , . , �� r� � .� - � � � �� r �. ■ � , �. � �. I IL �� -`��.�. l"- �I �' v _ �T �r � �� ■ �� - �i f •�' � �� ' � � � � - �=,�. � ��, '.�- - - - . � � z �� - ��. �- � �,.. , , �� " "`� � � r . y ! � � � �� , . . �. , ��' Y. � � v • , � �' �, I �i�i �' � � � 1� I i i � r �J LJ �� ' � S �� _ y �r. h � � �f _ �x � r- �, f�� t . i �.,. .� TABLE OF CONTENTS Introduction .................................... iii-vi � O� I1 - � .� . I V' ■�■ � � � Key Focus Area 1 L EXCELLENCE ......................................................................1-2 Key Focus Area 2 PUBLIC INFRASTRUCTURE .................................................................................. 3-4 Key Focus Area 3 Key Focus Area 4 Key Focus Area 5 �vPm� .................................................................................5-6 , FAMILY FRIENDLY COMMUNI� ................................. 7-8 .E & ENVIRONMENTAL STEWARDSHIP ............................ 9-10 ABOUT DENTON Denton, Texas is the seat of Denton County, located at the apex of the Dallas-Fort Worth Metroplex, where I-35E meets I-35W. Denton's municipality, the City of Denton, is a full-service organization that operates under the council-manager form of government. The City's major revenue sources include property taxes, enterprise fees from City-owned utilities, and general service fees. City-directed services include a municipally owned electric utility; a landfill and resource recovery park; an airport; three libraries; 30 parks, 27 miles of trails, and three recreation centers; a water park and natatorium; and a 2,900-acre nature preserve. Denton ranks among the fastest-growing communities in Texas — the city's population is currently more than 120,000 residents and is projected to grow up to 214,000 residents by 2030. As of 2015, the median age in Denton was 29, and the median family income wasjust over $68,OOO.The city has a higher-than-average proportion of residents with advanced degrees when compared to both state and regional averages. Numerous national organizations have recognized Denton as a best place to live and visit. The city is home to a popular downtown square with a historic 100-year-old courthouse; two state universities, the University of North Texas and Texas Woman's University; multiple major manufacturing and distribution centers; state-of-the-art medical facilities; and an emerging technology industry. Denton is recognized as a cultural center for music and the arts, and boasts a vibrant live music and festival scene. �� . . �� f � . �,�,� .�:,�� , • � . � i � � _ . . '�'"' ;� � 7� �� •�� kr ;.:. ,� .r?��,.. "� � - � � �,� :.. ' `�r"�', � •.�; '� , �=� �� :: �'- ,�..4 ._'� , � e ��. ..� . ; — : +�r 1 ; � ` ; ,.� �� . �J �� r' � �. �T � �y . ,.�. 4. .. .. �- fr � . � �� - ` �=. -. �. . � - '- • � • � � � �T � �*-� i► � • M•,� . _ ..� i. ._ '• - r � a; : „ _ :�;.-"`�..�. � ��-� �; �,� �,�-:�„'�� .. ��- : ,.��: ,::�.� .:;:,;�;k:.� ., - .:�, _ ,�;�,,�� i,��l�' �' `■■ . �. k'�r� �. � �: �,�'q! I �� , � ■ � '••�i � . `� . . ��. �. �.� _ . :� .� �� i �� . . , Y,�: . .::��,�=.� ' ,�:` �"`�'""� ,,.. . : : ,.;.. ,� . :. _:. . ..��,. .` ,y ;7��.. , t .eL . .. . . ..,t .- �J ..',i' . ��,l.'f.til��' .s�.1 �'�?�i•�M1 � � • � 1!'•i. Y 1/�'` 'i',•��i� ; •��.".:.�.�i, 'HY�•• . . - ..: K.l y '4'- r .r� � �' � ,iA� ' `,µ3�..�'+�� \ . �tl�� e�7 � � C` 1 i ' .. . j ~ .. "..�; �.,r� i �•; ti�u.�1�.,iic �4. �.t� ,. .,.��: �r:.', rt;�y� , „ v�.H i'1 . ;�.�;:n:�::•::, 'a"n � �ii . � � !� `J.�i1.;.1�'�:.SI�.., :1�..�1 •i�'%^^6'.'�. r�• 1: � �J. � . . .n�_�i'�19L:- . � . . ..... . �., . . . . �i,... DENTON CITY COUNCIL - � T � Mayor Chris Watts �l' r � �� I � � • I Mayor Pro-Tem Sara Bagheri At Large Place 6 �,. �� . � • ��1 � :� I r,�', p• .� `� �' �� a: �. . . y� � ,_ �' � l��' �� M1 ��: �''rn� � ^ � aT _ , * s ; � �' r ; �� r � � , � �. . Gerard Hudspeth Keely G. Briggs Don Duff District 1 District 2 District 3 John Ryan District 4 t� �� - '�,� � � � � : � � �� ::�, � i Dalton Gregory At Large Place 5 t� ABOUT TH IS PLAN The City of Denton Strategic Plan is an action-oriented road map designed to guide the organization toward achieving its mission and vision. It defines who we are, where we want to go, and how we plan to get there. The plan is a culmination of many months of work by the Denton City Council and City of Denton staff, and incorporates citizen input to help direct resources and services. As our annual guide, the document provides a high-level overview of policy goals, planned actions for the upcoming fiscal year, and evidence-based measures of performance across all categories of City service. The Strategic Plan was developed in accordance with the City's vision, mission, and core organizational values.These guiding principles are interrelated and form the basis for our strategic direction. Further, the City's vision, mission, and core values are emphasized through an increasingly data-driven management approach, which helps ensure we are tracking and continuously improving the initiatives that matter most to our residents and community. VISION Denton is an identifiable and memorable destination 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; environmental and financial stewardship; and superior public facilities and services. MISSION 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. CORE VALUES Integrity - Fiscal Responsibility -Transparency - Outstanding Customer Service DEFINING SUCCESS Below is a glossary of terms commonly used in this document. Fiscal Year 2017-18 extends from Oct. 1, 2017 through Sept. 30, 2018. Key Focus Areas (KFAs) are the City of Denton's defined priorities.The KFAs are long term in nature and are derived from the City's Vision, Mission, and Ualues. Strategic Initiatives are the multi-year, measurable goals set for each KFA. Work Plans detail the specific actions that will be taken during Fiscal Year 2017-18 to achieve the stated Strategic Initiatives. Work Plan actions are measurable in nature, and progress is tracked through corresponding Performance Measures. Performance Measures are the City's sources of data or information that will help us track our ongoing progress for Work Plan actions or toward an overall Strategic Initiative. For example, the Citizen Survey is used to measure citizen satisfaction rates. Organizational Excellence . I�1 Public Infrastructure 1.1 satisfaction rate with customer service from 70 to 80 percent by 2020. 1.2 - Improve positive rating of information sharing and communications with the public from 53 to 60 percent by 2020. 1.3 - Increase percentage of residents positively rating the value received from their tax dollars from 43 to 60 percent by 2020. 2.1 - Improve the average Overall Condition Index (OCI) rating of City roadways from 65 to 70 percent by 2025. 2.2 - Increase high-speed broadband access in the city from 75.4 to 80 percent by 2019. 23 - Grow the operational and financial capacity of Denton Enterprise Airport. 3.1 - Increase percentage of jobs paying $75,000 or more annually from 10 to 14 percent by 2020. ,..�� EC01101111C 3.2 - Increase percentage of jobs paying $�5,000 or more annually from 68 to 71 percent by 2020. �l Development 3.3-Add 15percenttaxableappraisedvalueforcommercialandindustrialdevelopmentby2020. 3.4 - Increase percentage of business owners rating Denton as a good place to do business from 60 to 70 percent by z020. I;V� Safe, Livable & Family-Friendly Community 4.1 - Increase percentage of citizens who feel safe in Denton from 78 to 85 percent by 2020. 4.2 - Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. 4.3 - Reduce Denton's homeless population by 20 percent by2020. Sustai nable & 5.1 - Increase Denton Municipal Electric's (DME) renewable energy portfolio from 40 to 70 percent by 2019. Envi ro n menta I 5.2 - Increase the percentage of waste diverted from the landfill from 36 to 40 percent by 2020. Stewardsh ip 53 - Increase citizen engagement in City-sponsored sustainability programs by 20 percent by 2020. Key Focus ArP� 1 ORGANIZATIONAL EXCELLENCE Key Focus Areas (KFAs) are the City of Denton's defined priorities. KFAs are long term in nature and are derived from the City's Mission, Vision, and l/alues. When we say the City strives for Organizational Excellence, this means we commit to ... • Manage financial resources in a responsible manner through performance measurement; long-range planning; timely and accurate reporting; internal controls to prevent waste, fraud, and abuse; and by minimizing fees and rates for our customers. • Develop a high-performance workforce by planning for succession and continuity among staff; by attracting, retaining, and motivating a qualified, diverse staff; and by establishing a culture where employees feel valued and respected. • Promote effective internal and external communication through ongoing and transparent communication with City Council, Boards, and Commissions; through use of traditional and non-traditional communication platforms; and by regularly seeking feedback from citizens and employees. • Achieve a high level of customer satisfaction by providing professional, courteous customer interactions; through timely responses to inquiries; and by offering convenient, creative means of conducting business with the City. • Use technology to enhance efficiency and productivity through information technology systems that automate work and improve convenience; through the use of data and evidence to drive management and operations decisions; and through reduced reliance on paper-based systems. • Collaborate with local, regional, state, and federal partners by promoting bi-annual legislative agendas and congressional priorities; and by maintaining dialogue and representation at the regional, state, and federal levels. Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are specific to Key FocusArea 1: Organizational Excellence. Each set of Strategic Initiatives is accompanied by a Work Plan, which details the specific actions that will be taken during Fiscal Year 2017-18 as well as corresponding Performance Measures that will help us track our progress.To view the City's Performance Measurement Dashboard, visit data.cityofdenton.com. Increase overall satisfaction rate with customer service from 70 to 80 percent by 2020. (Dataset: Citizen Survey; average positive rating of six elements of customer service) Improve positive rating of information sharing and communications with the public from 53 to 60 percent by 2020. (Dataset: Citizen Survey; average positive rating of seven elements of communications efforts) Increase percentage of residents positively rating the value received from their tax dollars from 43 to 60 percent by 2020. (Dataset: Citizen Survey) Implement online payment and citizen service request systems Launch a bi-monthly newsletter for citizens and stakeholders Expand open data initiatives and improves citizen access to information Hold regular performance management meetings with departments and executive team Offer key indicators of the City's performance through an online dashboard Evaluate purchasing and contract management policies and procedures Percentage of first-contact resolutions for customer requests and issues Percentage of billing accuracy Percentage of payments processed via online self-service Rating of the website as a"major source of information" Number of followers across all City social media platforms Percentage of actual General Fund revenue compared to budgeted revenue Percentage of actual General Fund expenditures compared to budgeted expenditures Annual rate of return investment Quarter 1 Quarter 1 Quarter 4 Quarter 4 Quarter 1 Quarter 3 � 85% 99% 55% 65% 165,000 100% <100% 1.25% Key Focus Area 2 PUBLIC INFRASTRUCTURE Key Focus Areas (KFAs) are the City of Denton's defined priorities. KFAs are long term in nature and are derived from the City's Mission, Vision, � and Values. When we say the City is focused on Public Infrastructure, this means we commit to ... • Continuously improve the quality of City roadways by using the industry-standard Overall Condition Index (OCI) to prioritize street O construction and repairs; by seeking ways to improve the design standards for City roads; and by constructing capital street projects with a 40-year lifespan or greater. ., • Enhance connectivity and seek solutions to improve mobility through coordination with regional transportation partners such as the Denton CountyTransportation Authority (DCTA) and theTexas Department ofTransportation (TxDOT); by improving walkability, pedestrian 11 access, and bicycle mobility; and by enhancing aviation infrastructure at the Denton Enterprise Airport. • Promote superior utility services and City facilities by planning for long-term resources; ensuring compliance with regulations and legislation; protecting public health; maintaining reliability of service; and managing rates and fees responsibly to increase standards of service. • Proactively manage drainage infrastructure by designing new drainage systems with 100-year flood protection; by working to rehabilitate existing systems to comply with 100-year flood protection; and by maintaining a street-sweeping program to remove litter and debris and increase the health of the City's stormwater system. • Develop a Capital Improvement Program that will meet our community's needs by working to finance necessary infrastructure and meet projected growth trends. Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are specific to Key FocusArea 2: Public Infrastructure. Each set of Strategic Initiatives is accompanied by a Work Plan, which details the specific actions that will be taken during Fiscal Year 2017-18 as well as corresponding Performance Measures that will help us track our progress.To view the City's Performance Measurement Dashboard, visit data.cityofdenton.com. Strategic Initiative 2.1 Improve the average Overall Condition Index (OCI) rating of City roadways from 65 to 70 by2025. (Dataset: OCI street assessment Strategic Initiative 2.2 Increase high-speed broadband access in the city from 75.4 to 80 percent by2019. (Dataset: National Telecommunications and Information Administration survey) Strategic Initiative 2.3 Grow the operational and financial capacity of Denton Enterprise Airport. Complete 80 percent of construction on the new West Parallel Runway Complete the Airport Business Plan Update Engage a consultant to assist with review of railroad crossings in the city, as well as possible Quiet Zones Complete 85 percent of scheduled street improvement projects for Fiscal Year 2017-18 Complete the 2012 and 2014 bond programs for street improvements Percentage of bond-funded projects completed Lane miles of asphalt roadway reconstructed Lane miles of asphalt roadway overlaid Lane miles of asphalt roadway micro-sealed Lane miles of sidewalk constructed Quarter 4 Quarter 4 Quarter 4 Quarter 4 Quarter 4 85% Number of acres of Airport land newly leased ECONOMIC DEVELOPMENT Key Focus Areas (KFAs) are the City of Denton's defined priorities. KFAs are long term in nature and are derived from the City's Mission, Vision, and l/alues. When we say the City is focused on Economic Development, this means we commit to ... • Develop targeted policies and incentives that boost economic growth in order to attract businesses; expand the tax base by increasing � commercial and housing values; improve land-use density; preserve and maintain historic structures; and preserve the culture of Denton. � • Make Denton a destination for visitors by promoting festivals, events, hotels, and the Concention Center in partnership with the • - Convention & Visitors Bureau (CVB) and the Chambers of Commerce; and by collaborating with local and regional partners such as DCTA, the University of North Texas (UNT), and Texas Woman's University (TWU) to market Denton as a destination city. � • Promote a business-friendly environment through a timely and efficient development review process; and by working to cultivate positive relationships with the development community. • Encourage development, redevelopment, recruitment, and retention by promoting high-quality economic growth and redevelopment that expands and diversifies the tax bases; creates high-skilled jobs; enhances the quality of life for residents; protects human health and the environment; and secures new customers for municipal utilities. Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are specific to Key FocusArea 3: EconomicDevelopment. Each set of Strategic Initiatives is accompanied by a Work Plan, which details the specific actions that will be taken during Fiscal Year 2017-18 as well as corresponding Performance Measures that will help us track our progress. To view the City's Performance Measurement Dashboard, visit data.cityofdenton.com. Increase percentage of jobs paying $75,000 or more annually from 10 to 14 percent by 2020. (Dataset: JobsEQ wage distribution by percent employed in Denton) Increase percentage of jobs paying $25,000 or more annually from 68 to 71 percent by 2020. (Dataset: JobsEQ wage distribution by percent employed in Denton) Add 15 percent taxable appraised value for commercial and industrial development by 2020. (Dataset: Denton Central Appraisal District) Increase percentage of business owners rating Denton as a good place to do business from 60 to 70 percent by 2020. '_� Actively recruit prospects from target industries, as identified by the Economic Development Partnership Board Quarter 4 Implement recommendations to improve the development review and building inspections processes Complete the Denton Code 2030 Update Quarter 1 Quarter 3 Complete updates to building standards and design policies under the City's Site Design Criteria Manual and related documents Quarter 3 Number of RFPs returned in target industry sectors Number of workforce development activities or grants facilitated Number of downtown properties redeveloped Number of business retention visits in the downtown area � 12 24 Number of business retention visits in areas other than downtown 48 SAFE� LIVABLE & FAMILY-FRIENDLY COMMUNITY Key Focus Areas (KFAs) are the City of Denton's defined priorities. KFAs are long term in nature and are derived from the City's Mission, Vision, and l/alues. When we say the City strives for a Safe, Livable, and Family-Friendly Community, this means we commit to ... • Enhance public safety by focusing on crime-prevention programs; maintaining a high level of emergency preparedness; continuously evaluating public safety facility needs; monitoring the effectiveness of emergency response services; and growing community partnerships that increase public communication and education for safety-related issues. • Promote clean and healthy neighborhoods through the promotion of positive environmental behaviors; and by offering City services to remove litter, waste, and blight from the community. • Provide high quality neighborhood services by building relationships with neighborhood and civic organizations; and by offering accessible and diverse services to meet community needs. • Provide outstanding leisure, cultural, and educational opportunities by cultivating mutually beneficial partnerships with area education and government entities; and by maintaining excellent library, parks, and recreation services. • Support citizens in need through partnerships with area social services agencies and the use of federal, state, and regional resources. .�� i , i Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are specific to Key FocusArea 4: Safe, Livable, and Family-FriendlyCommunity. Each set of Strategic Initiatives is accompanied by a Work Plan, which details the specific actions that will be taken during Fiscal Year 2017-18 as well as corresponding Performance Measures that will help us track our progress. To view the City's Performance Measurement Dashboard, visit data.cityofdenton.com. Increase percentage of citizens who feel safe in Denton from 78 to 85 percent by 2020. (Dataset: Citizen Survey) Increase percentage of citizens who rate their neighborhood as a good place to live from 82 to 85 percent by 2020. (Dataset: Citizen Survey) Reduce Denton's homeless population by 20 percent by 2020. (Dataset: Point-in-time count) Complete remodel of the Public Safety Communications Center Purchase and implement a new Computer Aided Dispatch (CAD) system to upgrade technology and improve public safety response, data and records Implement an Automatic Fire Station Alerting System Add one Fire medic unit in the Northeast Denton area Complete construction of Fire Station #4 Use GIS mapping to determine population distribution in relation to City recreational amenities Implement recommendations from the Denton Parks playground replacement plan Continue partnership with the Denton County Homeless Leadership team to collect and analyze data on housing and service needs Develop a comprehensive public education program to educate residents on code requirements Engage homeowners'associations and neighborhood groups to improve neighborhoods through code compliance Quarter 4 Quarter 3 Quarter 4 Quarter 3 Quarter 2 Quarter 4 Quarter 4 Quarter 4 Quarter 4 Quarter 4 ' ' • 11 c 1 ' l� ' . � ' 1 . 11 • - Percentage of resolved neighborhood complaints Percentage of active structure fires responded to within five minutes or less Average unit turn-out time (time from when a 911 dispatch is received to when units are en route) Number of special events hosted by the Parks & Recreation Department Number of individuals reached by the Denton Public Library"DPL2G0"outreach service 90% �z�; 5,000 N u mber of "DPL2G0" outreach events 60 Key Focus Area 5 SUSTAI NABLE & ENVI RON M ENTAL STEWAR DSH I P Key Focus Areas (KFAs) are the City of Denton's defined priorities. KFAs are long term in nature and are derived from the City's Mission, Vision, and l/alues. When we say the City of Denton strives for Environmental Stewardship and Sustainability, this means we commit to ... • Responsibly manage Denton's water, land, and other natural resources by maintaining high-quality drinking water; investing in sustainable stormwater and watershed infrastructure; complying with regulatory requirements for wastewater treatment and discharge; and promoting conservation practices. • Reduce and divert waste through increased recycling and reuse. • Reduce air pollution through greenhouse gas management; and by reducing air pollutants from government operations. • Strive for energy-efficient City operations and facilities, both new and retrofit. • Provide infrastructure for non-vehicle modes of transportation. • Offer opportunities for residents to increase energy conservation and minimize environmental impact. Strategic Initiatives are the multi-year, measurable goals set for each KFA. The following three Strategic Initiatives are specific to Key FocusArea 5: Sustainable and Environmental Stewardship. Each set of Strategic Initiatives is accompanied by a Work Plan, which details the specific actions that will be taken during Fiscal Year 2017-18 as well as corresponding Performance Measures that will help us track our progress. To view the City's Performance Measurement Dashboard, visit data.cityofdenton.com. Stratec �ic Initiative 5.1 Increase Denton Municipal Electric's (DME) renewable energy portfolio from 40 to 70 percent by 2019. r. Increase the percentage of waste diverted from the landfill from 36 to 40 percent by 2020. (Dataset: Solid Waste landfill tonnage) Strategic Initiative 5.3 Increase citizen engagement in City-sponsored sustainability programs by 20 percent by 2020. Complete construction of the Denton Energy Center Complete construction of Cell 3 to expand capacity at the landfill Quarter 4 Quarter 4 Continue to improve continuity and infrastructure for bike and pedestrian transportation per the City's Bike Plan Quarter 4 Engage the community and update the City's 2012 Sustainability Plan Review the City's renewable energy portfolio and present options to increase renewable energy Pounds of waste disposed per capita Miles of on-street bike infrastructure, such as bike lanes and sharrows, added during Fiscal Year 2017-18 Number of transportation safety educational opportunities and events Number of sustainability-related workshops hosted by the City Percentage of GreenSense Rebate funding expended Quarter 2 Quarter 1 1,900 7 11 xx 100% CITY or DENTON PCO, 9/17 • ADA/EOE/ADEA TDD (800) 735-2989 • www.cityofdenton.com