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HomeMy WebLinkAbout03/14/2013 - Workshop Agenda Packet - City CouncilTable of Contents Agenda 2 Workshop No. 6 - Arts Council of Brazos Valley Update Coversheet updated 5 Workshop No. 7 - Council Strategic Plan Update Coversheet revised 6 Strategic Plan 2013 Update 10 Strategic Plan 2013 Update Condensed Version 43 1 Mayor Council members Nancy Berry Blanche Brick Mayor Pro Tem Jess Fields Karl Mooney John Nichols Interim City Manager Julie Schultz Frank Simpson James Benham Agenda College Station City Council Workshop Meeting Thursday, March 14, 2013, 4:30 p.m. City Hall Council Chambers, 1101 Texas Avenue College Station, Texas 1. Call meeting to order. 2. Presentation, possible action, and discussion on the update to the City Council Strategic Plan. 3. Executive Session will be held in the Administrative Conference Room. Consultation with Attorney {Gov’t Code Section 551.071}; possible action. The City Council may seek advice from its attorney regarding a pending or contemplated litigation subject or settlement offer or attorney-client privileged information. Litigation is an ongoing process and questions may arise as to a litigation tactic or settlement offer, which needs to be discussed with the City Council. Upon occasion the City Council may need information from its attorney as to the status of a pending or contemplated litigation subject or settlement offer or attorney-client privileged information. After executive session discussion, any final action or vote taken will be in public. The following subject(s) may be discussed: Litigation a. City of Bryan’s application with TCEQ for water & sewer permits in Westside/Highway 60 area, near Brushy Water Supply Corporation to decertify City of College Station and certify City of Bryan b. Chavers v. Randall Hall et al, Case No. 10 CV-3922; Thomas Chavers et al. v. Kalinec Towing Company, Inc. et al., Cause Number 201237978, In the 270 District Court of Harris County, Texas. c. College Station v. Star Insurance Co., Civil Action No. 4:11-CV-02023 d. Patricia Kahlden, individ. and as rep. of the Estate of Lillie May Williams Bayless v. Laura Sue Streigler, City of College Station and James Steven Elkins, No. 11-003172-CV-272, in the 272nd District Court of Brazos County, Tx. e. Cause No. 12-002918-CV-361; Tom Jagielski v. City of College Station; In the 361st Judicial District Court, Brazos County, Texas f. State v. Carol Arnold, Cause Number 11-02697-CRF-85, In the 85th District Court, Brazos County, Texas Economic Incentive Negotiations {Gov’t Code Section 551.087}; possible action The City Council may deliberate on commercial or financial information that the City Council has received from a business prospect that the City Council seeks to have locate, stay or expand in or near the city with which the City Page | 2 City Council Workshop Meeting Thursday, March 14, 2013 Council in conducting economic development negotiations may deliberate on an offer of financial or other incentives for a business prospect. After executive session discussion, any final action or vote taken will be in public. The following subject(s) may be discussed: a. Discuss economic development incentive negotiations with TAMUS Personnel {Gov’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) may be discussed: a. City Attorney b. Internal Auditor 4. Take action, if any, on Executive Session. 6:00 PM 5. Presentation, possible action, and discussion on items listed on the consent agenda. 6. Presentation and discussion regarding an update from the Arts Council of Brazos Valley. 7. Presentation, possible action, and discussion on the update to the City Council Strategic Plan. 8. Council Calendar March 18 IGC Meeting at BVCOG, 12:00 p.m. March 20 RVP Meeting at RVP, 3:00 p.m. March 21 Chamber Day 2013 at the Chamber, 8:00 a.m. March 21 Business After Hours - Allen Honda, 2450 Earl Rudder Frwy, 5:30 p.m. March 21 P&Z Workshop/Meeting, Council Chambers, 6:00 p.m. (Jess Fields, Liaison) March 26 GB Foundation - The GI's of Comedy, Rudder Auditorium, 6:00 p.m. March 28 Executive Session/Workshop/Regular Meeting at 4:30, 6:00 & 7:00 p.m. March 29 City Offices Closed - HOLIDAY 9. Presentation, possible action, and discussion on future agenda items and review of standing list of Council generated agenda items: A Council Member may inquire about a subject for which notice has not been given. A statement of specific factual information or the recitation of existing policy may be given. Any deliberation shall be limited to a proposal to place the subject on an agenda for a subsequent meeting. 10. Discussion, review and possible action regarding the following meetings: Animal Shelter Board, Arts Council of Brazos Valley, Arts Council Sub-committee, Audit Committee, Bicycle, Pedestrian, and Greenways Advisory Board, Bio-Corridor Board of Adjustments, Blinn College Brazos Valley Advisory Committee, Brazos County Health Dept., Brazos Valley Council of Governments, Bryan/College Station Chamber of Commerce, BVSWMA, BVWACS, Convention & Visitors Bureau, Design Review Board, Historic Preservation Committee, Interfaith Dialogue Association, Intergovernmental Committee, Joint Neighborhood Parking Taskforce, Joint Relief Funding Review Committee, Landmark Commission, Library Board, Metropolitan Planning Organization, National League of Cities, Parks and Recreation Board, Planning and Zoning Commission, Research Valley March 14, 2013 Workshop Agenda Item No. 6 Arts Council of the Brazos Valley Update To: Frank Simpson, Interim City Manager From: Jason Stuebe, Assistant to the City Manager Agenda Caption: Presentation and discussion regarding an update from the Arts Council of Brazos Valley Staff Recommendation: Staff recommends that Council receive the report and provide feedback. Summary: Chris Dyer, Executive Director of the Arts Council of the Brazos Valley will present an update on recent and future activities of the Arts Council. Budget & Financial Summary: The city budgeted $100,000 from the General Fund to go towards the Arts Council’s O&M and $300,000 from the Hotel Occupancy Tax Fund to go towards affiliate funding in Fiscal Year 2013. Attachments: None 5 March 14, 2013 Workshop Agenda Item No. 7 Council Strategic Plan Update To: Frank Simpson, Interim City Manager From: Bob Cowell, AICP CNU-A, Executive Director - Planning & Development Services Agenda Caption: Presentation, possible action, and discussion on the update to the City Council Strategic Plan. Relationship to Strategic Goals: Applicable to all Recommendation(s): Staff recommends Council approve the Strategic Plan update as revised by staff based on the Council retreat and further provide staff direction on prioritization of remaining strategic workshop items Summary: On January 28th and 29th Council conducted their annual strategic planning retreat where they reviewed the current Strategic Plan and provided staff with direction on its update and revision. Staff has incorporated this information into a revised version of the plan. Further, staff has, with the assistance of Council, identified a series of items that relate to the Strategic Plan strategies that warrant further discussion in future workshops over the next several months. These items are: • Compensation and Benefits Plan • Economic Development Master Plan • Development Review Process Assessment Staff is requesting that Council provide direction on any other strategies contained within the Strategic Plan that warrant more detailed discussion at a future workshop – please note that all the items in the Strategic Plan will continue to be developed and implemented by staff and all previously Council-identified future workshop items will still be presented , this exercise is simply to determine if there are specific strategies that warrant special attention and further discussion. To facilitate this effort, staff has attached the full list of identified strategies contained in the Strategic Plan and is requesting Council to review these prior to the Council meeting, where each Council member will be asked to “vote” for up to five items, if they desire them to be discussed further. Items with a total of four or more “votes” will be scheduled along with the afore-mentioned items at future Council workshops. Budget & Financial Summary: N/A Attachments: 1. List of strategies for “voting” exercise 2. 2013 Strategic Plan Update 3. 2013 Strategic Plan Update (Condensed Version) 6 Strategies (select up to 5) 1. Council will annually prepare and implement a Strategic Plan 2. Council will survey citizens regarding City services on a regular basis 3. Internal audits of City services, practice, and programs will regularly be conducted and publically reported 4. Council will broadcast its meetings 5. Critical governance information (plans, budgets, ordinances, expenditure, etc) will be publically available on the City’s web site and in City offices 6. Council will ensure its funding partners remain wise stewards of tax funds provided them 7. Council will adopt and adhere to a series of practices for the conduct of their meetings 8. Council will ensure that all public notices are posted accordingly and readily available for the public 9. The City will share information and communicate with citizens about City issues through various media outlets 10. Balanced budget 11. Diversity in revenue sources 12. Keep property tax rate one of the lowest in State for similar size cities 13. Maintain current ratings from bond-rating services 14. Enterprise operations rates set to meet service demands 15. Phased lowering of reliance on Utility Return on Investment for General Fund use 16. Seek grants and other outside funding 17. Maintain and rehabilitate equipment, facilities, and infrastructure on a strategic schedule 18. Establish reserve funds to enable strategic maintenance and replacement of infrastructure and equipment 19. Seek efficiencies in delivery of services and facilities 20. Maximize transparency of expenditures and fiscal policies and procedures 21. Conduct routine audits to ensure accountability, to maximize efficiencies, and to eliminate waste, fraud, and abuse 22. Set fees to recover costs of delivery of services at appropriate levels 23. Share information and communicate with citizens about City fiscal issues through various media outlets 24. Maintain program accreditations and certifications 25. Employer of choice – Attracting and retaining an engaged and highly professional staff 26. Meet or exceed all state/federal standards 27. Guide private and public land use decisions 28. Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities 29. Maintain a Fire ISO rating of 2 or better 30. Provide opportunities for citizens to experience and learn about City facilities, services, and public safety programs 31. Share information and communicate with citizens about core services and infrastructure through various media outlets 32. Continued use of technology to more effectively and efficiently deliver services to citizens 7 33. Continued support of programs that support agencies engaged in community development programs when they demonstrate good stewardship of public funds 34. Continued support of programs that promote fair and affordable housing 35. Increase specialized PD units – Northgate, Community Enhancement Unit, etc 36. Increased use of volunteers in support of the Police Department 37. Proactive code enforcement in identified target areas 38. Use of Federal and State funds to assist in providing affordable housing 39. Use of Federal and State funds to assist in addressing community development needs and opportunities 40. Geographic-based approach to delivering police services 41. Community Enhancement Unit in the Police Department to provide proactive neighborhood support 42. Continue investments in maintaining and rehabilitating infrastructure and facilities in neighborhoods 43. Continued partnerships with TAMU and others in addressing off-campus student housing 44. Expansion of electronic opportunities to remain informed and to alert City to issues and concerns 45. Continued planning with neighborhood residents to address concerns and capitalize on opportunities 46. Share information and communicate with neighborhood groups through multiple media outlets 47. Continued support and partnership with HOA’s and NA’s to address their issues/concerns 48. Support, expand, and diversify “consumer-oriented” economy 49. Protect major economic assets from incompatible encroachments 50. Pursue and support efforts to expand and enhance broadband services 51. Support and diversify “non consumer-oriented” economy – business to business services 52. Expand and diversify efforts focusing on job growth 53. Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities 54. Keep property tax rates one of the lowest in State for comparable size cities 55. Maintain competitive utility rates 56. Ensure regulations and standards consider impacts on businesses 57. Protect properties from crime and property damage 58. Ensure adequate land is available and serviceable for economic needs and opportunities 59. Maintain relationship with local and regional economic partners 60. Share information and communicate with citizens and businesses about economic conditions through various media outlets 61. Provide complete streets that accommodate vehicles, bicyclists, and pedestrians 62. Ensure streets have features that promote safe walkability 63. Enhance transit opportunities through partnerships 64. Provide for land uses that support multi-modal opportunities 65. Plan for infrastructure necessary to meet projected growth and physical development 66. Seek federal and state funding to construct facilities 67. Make investments to avoid traffic congestion for long periods of time 8 68. Promote a well-connected system of residential streets and collector avenues to lessen strain on expensive arterial boulevards 69. Identify and fund a multi-year capital improvements program 70. Maintain and rehabilitate system to avoid costly replacement 71. Maximize efficiency of system – intersection improvements, traffic signal timing, signage 72. Participate in BCS mobility initiative with regional partners 73. Share information and communicate with Citizens about mobility issues through various media outlets 9 10 Table of Contents Good Governance………………………………..Page 6 Financially Sustainable City…………………….Page 9 Core Services and Infrastructure……………...Page 12 Neighborhood Integrity…………………………Page 15 Diverse Growing Economy……………………..Page 18 Improving Mobility………………………………Page 21 Sustainable City…………………………………..Page 24 2 11 Table of Contents (Cont’d) Performance Measures…………………………..Page 27 Resources for Additional Information………….Page 30 City Leadership Team 2013…..……………….…Page 31 City’s Recognition of Excellence 2012………....Page 32 3 12 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! 4 13 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 seven key initiatives or focus areas: Good Governance 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 Karl Mooney Blanche Brick Jess Fields James Benham John Nichols Julie Schultz 5 14 Good Governance 6 15 What do we seek to accomplish? Governing the City in a transparent, efficient, accountable, and responsive manner on behalf of its citizens What does this mean for citizens? City business conducted in an open and inclusive fashion Services delivered in the most efficient manner practical Actively seek citizen aspirations, goals, and expectations for their City Satisfaction with services and facilities 7 16 How will good governance be achieved? Council will annually prepare and implement a Strategic Plan Council will survey citizens regarding City services on a regular basis Internal audits of City services, practice, and programs will regularly be conducted and publically reported Council will broadcast its meetings Critical governance information (plans, budgets, ordinances, expenditure, etc) will be publically available on the City’s web site and in City offices Council will ensure its funding partners remain wise stewards of tax funds provided them Council will adopt and adhere to a series of practices for the conduct of their meetings Council will ensure that all public notices are posted accordingly and readily available for the public The City will share information and communicate with citizens about City issues through various media outlets A recent survey of City residents indicated that 93% rated College Station as a Good or Excellent place to live and raise a family. The City of College Station has used a strategic planning and performance measure process to aid in governance for over a decade In a recent survey nearly 90% of residents having contact with a City employee said their courtesy, knowledge and responsiveness was good or excellent 8 17 Financially Sustainable City 9 18 What do we seek to accomplish? Wise stewardship of the financial resources provided to the City resulting in its ability to meet service demands and obligations without compromising the ability of future generations to the same What does this mean for citizens? Diverse source of revenue – low property taxes Adequate fiscal reserves – ease impacts of economic fluctuations Maintains competitiveness of local economy Citizens know where revenue comes from and how it is spent Citizen satisfaction with services and facilities 10 $0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 $0.80 $0.90 Sugar Land -0.30000 Conroe -0.42000 College Station -0.44754 Flower Mound -0.44970 Euless -0.47000 Cedar Park -0.49350 Odessa -0.52275 Missouri City -0.52840 San Marcos -0.53020 Galveston -0.55400 Allen -0.55500 Mission -0.55660 Temple -0.56460 North Richland Hills -0.57000 League City -0.61600 Bryan -0.63640 Victoria -0.65000 Pearland -0.66510 Pharr -0.68000 Rowlett -0.74717 Baytown -0.78703 FY2011 Ad Valorem Tax Rate Comparison of Texas Cities with a Population 50,000 -100,000 O&M Rate Debt Rate 19 How will a financially sustainable City be achieved? 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 The City of College Station has been honored with the “Distinguished Budget Presentation Award” by the Government Finance Officer’s Association for nearly 30 years Private taxable property in College Station is valued at more than $6 Billion. In the last five years, the City of College Station has removed more than $7Million from its annual Operations & Maintenance budget while at the same time adding more than 40 public safety positions. 11 20 Core Services and Infrastructure 12 21 What do we seek to accomplish? 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 What does this mean for citizens? Fewer failures and outages Reduced fear of crime and risk from injury or property damage Life and property protected in times of emergency Services and facilities adequate in size, location, and timing Safe and efficient services and utilities Assistance to at-risk and low-income residents Citizen satisfaction with services and facilities 13 22 How will we provide core services and infrastructure? 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 City facilities, services, and public safety programs 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 community development programs when they demonstrate good stewardship of public funds Continued support of programs that promote fair and affordable housing Increase specialized PD units – Northgate, Community Enhancement Unit, etc Increased use of volunteers in support of the Police Department The City employs 128 sworn Police and an additional 139persons in the Fire Department to ensure the public’s safety. The College Station drinking water system is rated “Superior” by the Texas Commission on Environmental Quality College Station is one of the few out of more than 2,000 public power providers recognized by the American Public Power Association as a Reliable Public Power designee 14 23 Neighborhood Integrity 15 24 What do we seek to accomplish? Long-term viable, safe, and appealing neighborhoods What does this mean for citizens? Stable or increasing property values Citizen satisfaction with neighborhood quality of life Fewer negative impacts of rental properties in neighborhoods Numerous opportunities to actively engage in decisions affecting neighborhoods Diverse housing choices 16 25 How will we address neighborhood integrity? 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 Community Enhancement Unit in the Police Department to provide proactive neighborhood support 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 Continued support and partnership with HOA’s and NA’s to address their issues/concerns The City of College Station partners with various neighborhoods in planning for their future. Recent plans include plans for Central College Station, Eastgagte, and Southside. The City actively partners with Texas A&M in addressing neighborhood integrity issues through the “Aggie-Up” program. 17 26 Diverse Growing Economy 18 27 What do we seek to accomplish? Diversified economy generating quality, stable full-time jobs bolstering the sales and property tax base and contributing to a high-quality of life What does this mean for citizens? Increasing rate of increased taxable value Increasing rate of year-over-year sales tax receipts Increasing number of non-University high-paying full-time jobs Adequate land available and serviceable for basic employers Opportunities for starting and operating a place of business 19 102 108 138 101 127 126 161 156 81 67 75 44 38 49 115 31 57 75 159 66 157 50 0 50 100 150 200 250 300 350 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 YTD 2011 ESTMillionsValue of New Development Residential Commercial 28 How will we support a diverse growing economy? Support, expand, and diversify “consumer-oriented” economy Protect major economic assets from incompatible encroachments Pursue and support efforts to expand and enhance broadband services Support and diversify “non consumer-oriented” economy – business to business services Expand and diversify efforts focusing on job growth Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities Keep property tax rates 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 College Station continues its partneredship with Research Valley Partnership, Texas A&M, the City of Bryan and others to develop the Research Valley BioCorridor. The Plan envisions a 3,500+ acre development that will be an international destination for education, research, development, commercialization, and production of innovative technologies to improve global health. The BioCorridor Master Plan was recognized in 2011 by the Texas Chapter of the American Planning Association as the Long-Range Plan of the Year. 20 29 Improving Mobility 21 30 What do we seek to accomplish? Safe, efficient and well-connected multi-modal transportation system designed to contribute to a high-quality of life and be sensitive to surrounding uses What does this mean for citizens? Increasing number of safe and complete ways to move to and between major destinations Continued reduction in the rate of major crashes Streets that are not heavily congested for extended periods of time Streets, sidewalks, bike lanes, and multi-modal paths that are well maintained and free of hazards 22 31 How will we improve mobility? Provide complete streets that accommodate vehicles, bicyclists, and pedestrians Ensure streets have features that promote safe walkability 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 In 2008, voters approved more than $48 Million for mobility improvements throughout College Station. Recent mobility improvements include: Barron Road Victoria Drive Greens Prairie Trail FM2818 Multi-Use Path Bee Creek Bike Loop College Station taxpayers have invested hundreds of millions of dollars in mobility infrastructure since 1938 23 32 Sustainable City 24 33 What do we seek to accomplish? Conservation and environmental awareness that is fiscally responsible and results in a real and tangible return on investment to the City What does this mean for citizens? Expanded purchase of power from renewable energy sources Reduced energy and water consumption Reduced volumes of waste generated Efficient use of land Protection of vulnerable environmental features Reduced risk associated with flooding and other natural hazards 25 34 How will we support a sustainable City? 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 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. Enhanced use of hybrid vehicles in fleet Continue to seek grants and other sources of outside funding to support efforts Community education and information about conservation efforts and City programs Beginning in 2009 the City of College Station began purchasing a portion of its energy from wind farms located in West Texas. This program, Wind Watts, is supported by a voluntary surcharge on customer’s monthly utility bills. In 2012, the City of College Station completed the construction of a reclaimed water project. Treated effluent isused to irrigate athletic fields at Veteran’s Park, saving an estimated 3 Million Gallons of potable water annually. 26 35 Performance Measures 27 36 How will we measure progress? Progress in implementing this strategic plan will be monitored by regular reports, reviews, and updates. Each of these will be informed by an appropriate set of performance measures. The following is a list of the regular reports, reviews, and updates: Annual Update (Conducted at the beginning of each year in preparation for the development of the following year’s budget) Mid-Year Review and Update (Conducted in the summer of each year concurrent with Council review of the City Manager’s proposed budget) Quarterly Report (Presented by the City Manager every quarter) Annual Budget (Incorporates Strategic Plan and related Performance Measures) Department Business/Service Plans (Prepared annually following Council adoption of the Strategic Plan/incorporate Management Performance Measures) 28 37 Strategic Plan Performance Measures The following are intended to be representative of a “high-level” set of measures that the City Council can use to measure progress in implementation of this Strategic Plan and the successful achievement of its desired outcomes. These measures compliment the Management Performance Measures which are included in each Department Business/Service Plan and aid the City Manager and Department Directors in the management and operation of each of the City’s Departments. Prepare balanced budget annually and provide routine budget updates to management. Revenue and Expenditure forecasts prepared quarterly. Accounts payable/expenditures posted on the City website weekly. Provide monthly investment report. Expenditures are within budget. Maintain program accreditations and certifications Meet or exceed all state/federal standards Guide private and public land use decisions Maintain an Fire ISO rating of 2 or better Decrease the number of part 1 crimes through preventive patrol, education and enforcement. Reduce the number of motor vehicle accidents through education and enforcement. Number of acres of community park land maintained Percentage of proactive code enforcement cases initiated and resolved within 30 days Maintain and rehabilitate system to avoid costly replacement Enhance conservation efforts – electric, water, recycling 29 38 Other Valuable Resources: College Station Comprehensive Plan http://www.cstx.gov/Index.aspx?page=2920 Annual Budget http://www.cstx.gov/index.aspx?page=16 Capital Improvements Program http://www.cstx.gov/index.aspx?page=17 Water Master Plan http://www.cstx.gov/Modules/ShowDocument .aspx?documentid=11975 Wastewater Master Plan http://www.cstx.gov/Modules/ShowDocument .aspx?documentid=11977 Bicycle, Pedestrian, Greenways Master Plan http://cstx.gov/Index.aspx?page=2957 Parks and Recreation Master Plan http://www.cstx.gov/index.aspx?page=1722 Ways to Stay Informed: City Web Page www.cstx.gov City Phone Number 979/764-3509 (City Manager’s Office) Facebook CSTX on Facebook Twitter CSTX on Twitter You Tube CSTX on YouTube City Blogs CSTX blogs Channel 19 (government access) CSTX Channel 19 City Photos CSTX on Flickr SeeClickFix CSTX on SeeClickFix 30 39 City Leadership Team 2013 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 Timothy Crabb, Director Electric Utilities Chuck Gilman, Director Public Works 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 Edward Spillane III, Municipal Judge Mayor Mayor Nancy Berry Mayor Pro- Tem Karl Mooney Blanche Brick Jess Fields James Benham John Nichols Julie Schultz Interim City Manager Frank Simpson Deputy City Manager Kathy Merrill 31 40 City’s Recognition of Excellence - 2012 32 Accredited Police Department – Commission for Accreditation for Law Enforcement Agencies Accredited Parks and Recreation Department – Commission for Accreditation of Parks and Recreation Agencies Accredited Public Works Department – American Public Works Association Planning & Development Services – Certificate of Achievement for Planning Excellence – Texas Chapter American Planning Association] Reliable Public Power Provider – American Public Power Association Texas Fire Chief of the Year – R.B. Alley – Texas Fire Chiefs Association 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 – Miliken Institute Top 20 Cities for Education – Forbes Top 5 Cities for Military Retirement - USAA James Boykin/Water Services - Employee of the Year 41 42 43 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 44 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 seven key initiatives or focus areas: Good Governance 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 Karl Mooney Blanche Brick Jess Fields James Benham John Nichols Julie Schultz 3 45 Good Governance 4 46 Strategies Council will annually prepare and implement a Strategic Plan Council will survey citizens regarding City services on a regular basis Internal audits of City services, practice, and programs will regularly be conducted and publically reported Council will broadcast its meetings Critical governance information (plans, budgets, ordinances, expenditure, etc) will be publically available on the City’s web site and in City offices Council will ensure its funding partners remain wise stewards of tax funds provided them Council will adopt and adhere to a series of practices for the conduct of their meetings Council will ensure that all public notices are posted accordingly and readily available for the public The City will share information and communicate with citizens about City issues through various media outlets 5 Good Governance Governing the City in a transparent, efficient, accountable, and responsive manner on behalf of its citizens 47 Financially Sustainable City 6 48 How will a financially sustainable City be achieved? 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 7 Financially Sustainable City Wise stewardship of the financial resources provided to the City resulting in its ability to meet service demands and obligations without compromising the ability of future generations to the same 49 Core Services and Infrastructure 8 50 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 City facilities, services, and public safety programs 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 community development programs when they demonstrate good stewardship of public funds Continued support of programs that promote fair and affordable housing Increase specialized PD units – Northgate, Community Enhancement Unit, etc Increased use of volunteers in support of the Police Department 9 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 51 Neighborhood Integrity 10 52 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 Community Enhancement Unit in the Police Department to provide proactive neighborhood support 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 Continued support and partnership with HOA’s and NA’s to address their issues/concerns 11 Neighborhood Integrity Long-term viable, safe, and appealing neighborhoods 53 Diverse Growing Economy 12 54 Strategies Support, expand, and diversify “consumer-oriented” economy Protect major economic assets from incompatible encroachments Pursue and support efforts to expand and enhance broadband services Support and diversify “non consumer-oriented” economy – business to business services Expand and diversify efforts focusing on job growth Plan for and invest in infrastructure, facilities, services, personnel, and equipment necessary to meet projected needs and opportunities Keep property tax rates 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 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 55 Improving Mobility 14 56 Strategies Provide complete streets that accommodate vehicles, bicyclists, and pedestrians Ensure streets have features that promote safe walkability 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 15 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 57 Sustainable City 16 58 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 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. Enhanced use of hybrid vehicles in fleet Continue to seek grants and other sources of outside funding to support efforts Community education and information about conservation efforts and City programs 17 What do we seek to accomplish? Conservation and environmental awareness that is fiscally responsible and results in a real and tangible return on investment to the City 59 City Leadership Team 2013 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 Timothy Crabb, Director Electric Utilities Chuck Gilman, Director Public Works 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 Edward Spillane III, Municipal Judge Mayor Mayor Nancy Berry Mayor Pro- Tem Karl Mooney Blanche Brick Jess Fields James Benham John Nichols Julie Schultz Interim City Manager Frank Simpson Deputy City Manager Kathy Merrill 18 60 City’s Recognition of Excellence - 2012 19 Accredited Police Department – Commission for Accreditation for Law Enforcement Agencies Accredited Parks and Recreation Department – Commission for Accreditation of Parks and Recreation Agencies Accredited Public Works Department – American Public Works Association Planning & Development Services – Certificate of Achievement for Planning Excellence – Texas Chapter American Planning Association] Reliable Public Power Provider – American Public Power Association Texas Fire Chief of the Year – R.B. Alley – Texas Fire Chiefs Association 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 – Miliken Institute Top 20 Cities for Education – Forbes Top 5 Cities for Military Retirement - USAA James Boykin/Water Services - Employee of the Year 61 62