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