The URL can be used to link to this page

Home My WebLink About07/25/2012 - Workshop Agenda Packet - City CouncilTable of Contents Agenda 2 Special No. 2 - Citizen Survey Coversheet revised 4 Special No. 3 - Council Strategic Plan – Mid-Year Review Coversheet revised 5 Adopted Strategic Plan 7 1 Mayor Council members Nancy Berry Blanche Brick Mayor Pro Tem Jess Fields Dave Ruesink Karl Mooney City Manager Katy-Marie Lyles David Neeley Julie Schultz Agenda College Station City Council Special Workshop Meeting Wednesday, July 25,2012,3:00 p.m. City Hall Council Chambers, 1101 Texas Avenue College Station, Texas 1. Call meeting to ordef. 2. Presentation and discussion of results of a formal College Station Citizen Survey recently con~n~issioned by the City Manager's Office. 3. Presentation, possible action. and discussion regarding the Council's Strategic Plan (2012). 4. Executive Session will be held in the Administrative Conference Room. Personnel fGov't Code Section 551.074:; possible action -The City Council may deliberate the appointment, employment, evaluation, reassignment, duties, discipline, or dismissal of a public officer. After executive session discussion, any final action or vote taken will be in public. The following public officer(s) nlay be discussed: a. City Manager 5. Adjourn. APPROVED: @I+- City Manager Notice is hereby given that a Special Workshop Meeting of the City Council of the City of College Station, Texas will be held on the 25th day of July, 2012 at 3:00 p.m. respectively in the City Hall Council Chambers, 1101 Texas Avenue, College Station, Texas. The following subjects will be discussed. to wit: See Agenda - - - Page 12 City Council Workshop Meeting Wednesday, July 25, 20 12 I, the undersigned, do hereby certify that the above Notice of Meeting of the Governing Body of the City of Collegc Station, Texas, is a true and correct copy of said Notice and that I posted a true and correct copy of said notice on the bulletin board at City Hall. 1101 Texas Avenue, in College Station. Texas. and the City's website, ww.cstx.gov . The Agenda and Notice are readily accessible to the general public at all times. Said Notice and Agenda were posted on July 20, 2012 at 5:00 pm and remained so posted continuously for at least 72 hours proceeding the scl~eduled time of said meeting. This public notice was removed from the official board at the College Station City Mall on the following date and time: by Dated this day of ,2012. CITY OF COLLEGE BYSTATION, TEXAS Subscribed and sworn to before me on this the day of -2012. Notary Public -Brazos County, Texas My commission expires: This building is wheelchair accessible. Handicap parking spaces are available. Any request for sign interpretive service must be made 48 hours before the meeting. To make arrangements call (979) 764-3517 or (TDD) 1-800-735-2989. Agendas may be _ viewed on www.cstx.gov. Council meetings are broadcast live on Cable Access Channel 19. July 25, 2012 Special Workshop Agenda Item No. 2 2012 Citizen Survey To: David Neeley, City Manager From: Jay Socol, Public Communications Director Agenda Caption: Presentation and discussion of results of a formal College Station Citizen Survey recently commissioned by the City Manager's Office. Relationship to Strategic Goals: Core Services and Infrastructure. Recommendation(s): Staff recommends the City Council receive the report. Summary: From April 30 to May 21, National Service Research (NSR) of Fort Worth conducted a survey College Station residents to help the city assess and prioritize a wide range of services and needs. The surveys were mailed to 8,000 randomly-selected households, which were also given the option of completing the survey online. Any College Station resident who was not a city employee could complete the online survey. Participants were asked to rate various city services, quality of life issues and community characteristics, and to rank their priorities. The survey was publicized through local media outlets along with the city’s website, cable TV channel and social media. A total of 853 responses were received, including 511 online and 342 by mail. The margin of error for this sample size at a 95 percent confidence level is plus or minus 3.4 percent. A representative sample was received from four geographic areas within the city. In addition, the survey includes a benchmark comparison with other Texas cities that conducted surveys within the last two years. Detailed survey tables are available for viewing in the Public Communications Office. NSR performed several surveys for the City of College Station in the late 1990s and early 2000s, including the city’s last survey in 2005. Budget & Financial Summary: The city paid NSR $9,250 to administer the survey. Other firms were considered, but NSR was selected because of its experience in conducting city surveys and its low bid. Attachments: N/A 4 July 25, 2012 Special Workshop Agenda Item No. 3 Council Strategic Plan – Mid-Year Review To: David Neeley, City Manager From: Bob Cowell, AICP, CNU-A Executive Director - Planning & Development Services Relationship to Strategic Plan: All Initiatives Applicable Agenda Caption: Presentation, possible action, and discussion regarding the Council’s Strategic Plan (2012) Recommendation(s): Staff recommends that the Council concur that the current Council Strategic Plan continues to represent the desired strategic direction of the Council and that no further adjustments are necessary until the next Council Strategic Plan retreat in January/February 2013. Summary: At the October 27th, 2011 meeting, Council accepted the 2012 Strategic Plan Update and subsequently amended it at later workshops. These approvals were subject to further discussion of a number of identified policy items (Sustainability, use of HOT funds, street maintenance, etc). The intent was to have a series of “workshops” to deliberate on the identified items as well as hear reports from the various funding partners the City supports prior to the FY13 budget development. All of these discussions have been completed and adjustments to the Strategic Plan have been made accordingly. As Council will recall, the Council now operates under the following calendar for the strategic plan: January/February – Council retreat on the Strategic Plan (this is used to revisit the Strategic Plan annually, which is then used to aid the staff in the development of individual Department Business/Service Plans and to aid the CMO in the development of the annual budget). July/August – Mid-Year update on the Strategic Plan (this is used as a mid-year “check” on the Strategic Plan which is then used to help prepare the Council for its budget workshops). Quarterly Reports – Beginning in FY13, it is the intent that quarterly reports will be developed for the Council that will aid in their regular monitoring of the implementation of the Council’s Strategic Plan. Budget & Financial Summary: N/A Attachments: 1) Strategic Initiatives and Goals from Council Strategic Plan (2012, as revised) 2) Council Strategic Plan (adopted October 2012, as revised) 5 Strategic Initiatives and Goals – Council Strategic Plan (2012) Financially Sustainable City Wise stewardship of the financial resources provided to the City resulting in its ability to meet current service demands and obligations without compromising the ability of future generations to the same Core Services and Infrastructure Efficiently, effectively, and strategically placed and delivered core services and infrastructure that maintains citizens health, safety, and general welfare and enables the City’s economic growth and physical development Neighborhood Integrity Long-term viable and appealing neighborhoods Diverse Growing Economy Diversified economy generating quality, stable full-time jobs bolstering the sales and property tax base and contributing to a high-quality of life Improving Mobility Safe, efficient and well-connected multi-modal transportation system designed to contribute to a high-quality of life and be sensitive to surrounding uses Sustainable City Conservation and environmental awareness that is fiscally responsible and results in a real and tangible return on investment to the City 6 7 Vision College Station…will be a vibrant, progressive, knowledge-based community which promotes the highest quality of life by… §ensuring safe, tranquil, clean, and healthy neighborhoods with enduring character; §increasing and maintaining the mobility of College Station citizens through a well-planned and constructed inter-modal transportation system; §expecting sensitive development and management of the built and natural environment; §supporting well planned, quality and sustainable growth; §valuing and protecting our cultural and historical community resources; §developing and maintaining quality cost-effective community facilities, infrastructure and services which ensure our city is cohesive and well connected; and §pro-actively creating and maintaining economic and educational opportunities for all citizens College Station will continue to be among the friendliest and most responsive of communities and a demonstrated good partner in maintaining and enhancing all that is good and celebrated in the Brazos Valley. It will continue to be a place where Texas and the world come to learn, live, and conduct business! 2 8 Promotion and advancement of the community’s quality of life is what we, the Council view as our mission on behalf of the citizens of College Station. Through the Strategic Planning process, City Council has identified six key initiatives or focus areas: §Financially Sustainable City §Core Services and Infrastructure §Neighborhood Integrity §Diverse Growing Economy §Improving Mobility §Sustainable City By identifying and implementing strategies for each of these key initiatives, we stand committed to help the citizens of College Station realize their vision for the City. We, the Council are committed to the success of your great City! Mayor Nancy Berry Mayor Pro-tem Dave Ruesink Blanche Brick Jess Fields Karl Mooney Katy-Marie Lyles Julie Schultz 3 9 Financially Sustainable City Wise stewardship of the financial resources provided to the City resulting in its ability to meet current service demands and obligations without compromising the ability of future generations to the same 4 Strategies §Balanced budget §Diversity in revenue sources §Keep property tax rate one of the lowest in State for similar size cities §Maintain current ratings from bond-rating services §Enterprise operations rates set to meet service demands §Phased lowering of reliance on Utility Return on Investment for General Fund use §Seek grants and other outside funding §Maintain and rehabilitate equipment, facilities, and infrastructure on a strategic schedule §Establish reserve funds to enable strategic maintenance and replacement of infrastructure and equipment §Seek efficiencies in delivery of services and facilities §Maximize transparency of expenditures and fiscal policies and procedures §Conduct routine audits to ensure accountability, to maximize efficiencies, and to eliminate waste, fraud, and abuse §Set fees to recover costs of delivery of services at appropriate levels §Share information and communicate with citizens about City fiscal issues through various media outlets 10 Core Services and Infrastructure Efficiently, effectively, and strategically placed and delivered core services and infrastructure that maintains citizens health, safety, and general welfare and enables the City’s economic growth and physical development 5 Strategies §Maintain program accreditations and certifications §Employer of choice –Attracting and retaining an engaged and highly professional staff §Meet or exceed all state/federal standards §Guide private and public land use decisions §Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities §Maintain and rehabilitate equipment, facilities, and infrastructure on a strategic schedule §Maintain an Fire ISO rating of 2 or better §Provide opportunities for citizens to experience and learn about public safety programs (Citizens Police and Fire Academy) §Provide opportunities for citizens to learn about City services and facilities (Citizens University) §Share information and communicate with citizens about core services and infrastructure through various media outlets §Continued use of technology to more effectively and efficiently deliver services to citizens §Continued support of programs that support agencies engaged in social justice efforts –Twin City Mission, United Way, Project Unity, etc. §Continued support of programs that promote fair and affordable housing 11 Neighborhood Integrity Long-term viable and appealing neighborhoods 6 Strategies §Proactive code enforcement in identified target areas §Use of Federal and State funds to assist in providing affordable housing §Use of Federal and State funds to assist in addressing community development needs and opportunities §Geographic-based approach to delivering police services §Continue investments in maintaining and rehabilitating infrastructure and facilities in neighborhoods §Continued partnerships with TAMU and others in addressing off- campus student housing §Expansion of electronic opportunities to remain informed and to alert City to issues and concerns §Continued planning with neighborhood residents to address concerns and capitalize on opportunities §Share information and communicate with neighborhood groups through multiple media outlets 12 Diverse Growing Economy Diversified economy generating quality, stable full-time jobs bolstering the sales and property tax base and contributing to a high-quality of life 7 How will we support a diverse growing economy? §Support expansion of “consumer-oriented” economy –retail, restaurant, and services §Protect major economic assets from incompatible encroachments – Easterwoodairport, TAMU, BioCorridor §Support diversification of “consumer-oriented” economy –tourism, regional athletic events, regional medical center, etc §Expand diversification efforts into bio-technology §Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities §Keep property tax rates as one of the lowest in State for comparable size cities §Maintain competitive utility rates §Ensure regulations and standards consider impacts on businesses §Protect properties from crime and property damage §Ensure adequate land is available and serviceable for economic needs and opportunities §Maintain relationship with local and regional economic partners §Share information and communicate with citizens and businesses about economic conditions through various media outlets 13 Improving Mobility Safe, efficient and well-connected multi-modal transportation system designed to contribute to a high-quality of life and be sensitive to surrounding uses 8 Strategies §Provide complete streets that accommodate vehicles, bicyclists, and pedestrians §Ensure streets have features that promote walkability -sidewalks, short block length, landscaping §Enhance transit opportunities through partnerships §Provide for land uses that support multi-modal opportunities §Plan for infrastructure necessary to meet projected growth and physical development §Seek federal and state funding to construct facilities §Make investments to avoid traffic congestion for long periods of time §Promote a well-connected system of residential streets and collector avenues to lessen strain on expensive arterial boulevards §Identify and fund a multi-year capital improvements program §Maintain and rehabilitate system to avoid costly replacement §Maximize efficiency of system –intersection improvements, traffic signal timing, signage §Participate in BCS mobility initiative with regional partners §Share information and communicate with Citizens about mobility issues through various media outlets 14 Sustainable City Conservation and environmental awareness that is fiscally responsible and results in a real and tangible return on investment to the City 9 Strategies §Enhance conservation efforts –electric, water, recycling §Purchase of energy from renewable resources §Protect potable water supply and ability expand to meet projected demands §Support and implement green building practices for City facilities when a clear fiscal benefit is demonstrated §Conduct sound land use planning guided by the Comprehensive Plan §Maintain and enhance participation in FEMA CRS program §Acquire flood-prone areas and their associated riparian areas through the Greenway acquisition program §Support alternative energy production activities –solar, methane to energy, etc. §Implement an energy efficient City fleet §Continue to seek grants and other sources of outside funding to support efforts §Community education and information about conservation efforts and City programs 15 City Leadership Team 2012 Management Team Bob Cowell, Jr., Executive Director Planning & Development Services Jeff Kersten, Executive Director Business Services Chief Robert Alley, Fire Department Chief Jeff Capps, Police Department David Coleman, Director Water Services Chuck Gilman, Director Public Works David Massey, Director Electric Utilities Alison Pond, Director Human Resources Ben Roper, Director Information Technology David Schmitz, Director Parks and Recreation Jay Socol, Director Public Communications Jason Stuebe, Assistant to the City Manager Council Appointees Ty Elliott, City Internal Auditor Sherry Mashburn, City Secretary Carla Robinson, City Attorney Judge EdwardSpillane III, Municipal Judge Mayor Mayor Nancy Berry Mayor Pro- Tem Dave Ruesink Blanche Brick Jess Fields Katy-Marie Lyles Karl Mooney Julie Schultz City Manager David Neeley Deputy City Manager Kathy Merrill Deputy City Manager Frank Simpson 10 16 City’s Recognition of Excellence -2011 Accredited Police Department –Commission for Accreditation for Law Enforcement Agencies Accredited Parks and Recreation Department – Commission for Accreditation of Parks and Recreation Agencies Planning & Development Services –Certificate of Achievement for Planning Excellence –Texas Chapter American Planning Association] College Station Bicycle, Pedestrian, and Greenways Master Plan –Planning Project of the Year –Texas Chapter American Planning Association Honorable Mention Bicycle Friendly City –League of American Bicyclists Reliable Public Power Provider –American Public Power Association Traffic Safety Award –Texas Municipal Courts Education Center Top 10 Cities for Raising Families –Kiplingers Top 10 Cities for Business –Forbes Top 10 Cities for Jobs/Career –Forbes Top 5 Best Small Metros in US –MilikenInstitute Top 20 Cities for Education –Forbes Top 5 Cities for Military Retirement -USAA Marshall Wallace/Public Works Department - Employee of the Year 11 17 18