HomeMy WebLinkAbout09/22/2011 - Workshop Agenda Packet - City CouncilTable of Contents
Agenda 2
No. 2 - Federal Energy Regulatory Commission (FERC)
Coversheet revised 5
No. 3 - Council Liaisons to City Boards and Committees
Coversheet revised 6
Attachment 1: Committee Summary 7
No. 4 - Update on Council Strategic Plan
Coversheet revised 8
Process 9
Purpose 16
Mission 19
1
Mayor Council members
Nancy Berry Blanche Brick
Mayor Pro Tem Jess Fields
Dave Ruesink Karl Mooney
City Manager Katy-Marie Lyles
David Neeley Julie Schultz
Agenda
College Station City Council
Workshop Meeting
Thursday, September 22, 2011 3:00 p.m.
City Hall Council Chambers, 1101 Texas Avenue
College Station, Texas
1. Presentation, possible action, and discussion on items listed on the consent agenda.
2. Presentation, possible action, and discussion regarding approval of the Offer of Settlement included in a
filing with the Federal Energy Regulatory Commission (FERC) pertaining to an emergency transmission
interconnection with ETI (Entergy). This approval must be given prior to the formal filing of the
document at FERC.
3. Presentation, possible action, and discussion on appointing Council Liaison to Council and/or Citizen
Committees.
4. Presentation, possible action, and discussion regarding the Council’s development of their Strategic Plan.
5. Council Calendar
September 23 Grand Opening of the Agriculture & Life Sciences Complex at 600 John Kimbrough
Boulevard, 3:00 pm
September 26 CSFD Annual Fallen Firefighter Memorial Service at Fire Station 2 - Rio Grande and
Harvey Mitchell Parkway, 12:00 pm
September 27 CSFD's Fire Station 6 Groundbreaking Ceremony at 610 University Drive, 9:00 am
September 29 Chamber of Commerce Legislative Luncheon, Briarcrest Country Club, 12:00 p.m.
September 29 Proclamation Reading/Signing - National Night Out at Brazos County Building – Atrium,
3:00 pm
October 3 2011 Fall Girls Softball Opening Ceremonies Invitation at Stepen C. Beachy Central Park -
Field 3, 5:45 pm
October 4 National Night Out at CSPD *front door entrance, 5:00 pm
October 6 Planning & Zoning Commission Meeting in Council Chambers at 6:00 pm
October 11-14 TML Annual Conference in Houston at 8:00 pm
October 13 City Council Workshop/Regular Meeting in Chambers at 3:00 & 7:00 pm
6. Presentation, possible action, and discussion on future 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
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City Council Workshop Meeting
Thursday, September 22, 2011
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.
7. Discussion, review and possible action regarding the following meetings: Animal Shelter Board, Arts
Council of the Brazos Valley, Audit Committee, Bicycle, Pedestrian, and Greenways Advisory Board,
Brazos County Health Dept., Brazos Valley Council of Governments, Brazos Valley Wide Area
Communications Task Force, BVSWMA, BVWACS, Cemetery Committee, Code Review Committee,
Design Review Board, Historic Preservation Committee, Interfaith Dialogue Association,
Intergovernmental Committee, Joint Relief Funding Review Committee, Landmark Commission, Library
Board, Mayor’s Council on Physical Fitness, Mayor’s Development Forum, Metropolitan Planning
Organization, National League of Cities, Outside Agency Funding Review, Parks and Recreation Board,
Planning and Zoning Commission, Research Valley Partnership, Regional Transportation Committee for
Council of Governments, Signature Event Task Force, Sister City Association, TAMU Student Senate,
Texas Municipal League, Transportation Committee, Zoning Board of Adjustments, (Notice of Agendas
posted on City Hall bulletin board).
8. Executive Session will immediately follow the workshop meeting 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. Clancey v. College Station, Glenn Brown and Kathy Merrill, Civil Action No. 09-CV-01480
c. Rachel Rahn v. Alma Martinez, The Arkitex Studio, Inc. et al, cause No. 09-000656-CV361
d. Chavers et al v. Tyrone Morrow et al, No. 10-20792; Chavers v. Randall Hall et al, Case No. 10 CV-
3922
e. College Station v. Star Insurance Co., Civil Action No. 4:11-CV-02023
f. Woodruff v. College Station, Cause No. 10-000515-CV-272
g. Ongoing criminal investigation of municipal court missing funds
h. PUCT Docket No. 39066
Legal Advice
a. Legal issues regarding possible revenue sharing and legislation in bio-corridor
b. Texas Reliability Entity Compliance Issues
c. Legal Issues Concerning Use of Community Development Funds related to the Holleman Street
Property
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:
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City Council Workshop Meeting
Thursday, September 22, 2011
a. Council Self Evaluation
b. Internal Auditor
9. Adjourn.
APPROVED:
___________________________________________
City Manager
Notice is hereby given that a Workshop Meeting of the City Council of the City of College Station, Texas
will be held on the 22nd day of September, 2011 at 3:00 pm in the City Hall Council Chambers, 1101 Texas
Avenue, College Station, Texas. The following subjects will be discussed, to wit: See Agenda
Posted this 16th day of September, 2011 at 5:00 pm
___________________________________________
City Secretary
I, the undersigned, do hereby certify that the above Notice of Meeting of the Governing Body of the City of
College Station, Texas, is a true and correct copy of said Notice and that I posted a true and correct copy of
said notice on the bulletin board at City Hall, 1101 Texas Avenue, in College Station, Texas, and the City’s
website, www.cstx.gov . The Agenda and Notice are readily accessible to the general public at all times.
Said Notice and Agenda were posted on September 16, 2011 at 5:00 pm and remained so posted continuously
for at least 72 hours proceeding the scheduled time of said meeting.
This public notice was removed from the official board at the College Station City Hall on the following date
and time: _______________________ by ___________________________.
Dated this _____day of _______________, 2011.
CITY OF COLLEGE STATION, TEXAS By____________________________________
Subscribed and sworn to before me on this the ______day of _________________,
___________________Notary Public – Brazos County, Texas My commission expires:________
This building is wheelchair accessible. Handicap parking spaces are available. Any request for sign interpretive service must be
made 48 hours before the meeting. To make arrangements call (979) 764-3517 or (TDD) 1-800-735-2989. Agendas may be
viewed on www.cstx.gov. Council meetings are broadcast live on Cable Access Channel 19.
4
September 22, 2011
Workshop Agenda Item No. 2
Approval of Filing With the Federal Energy Regulatory Commission
Concerning Offer of Settlement With ETI (Entergy)
For Emergency Transmission Interconnection
To: David Neeley, City Manager
From: David Massey, Director of Electric Utilities
Agenda Caption: Presentation, possible action, and discussion regarding approval of the
Offer of Settlement included in a filing with the Federal Energy Regulatory Commission
(FERC) pertaining to an emergency transmission interconnection with ETI (Entergy). This
approval must be given prior to the formal filing of the document at FERC.
Relationship to Strategic Goals: Financially Sustainable City Providing Response to Core
Services and Infrastructure.
Recommendation: Staff recommends approval of the Offer of Settlement for the filing with
the Federal Energy Regulatory Commission (FERC).
Summary: Hurricane Ike in 2008 created numerous power outages after it hit Texas. One
of the hardest hit power systems was the Entergy system where transmission lines were
severed to a number of communities in the Brazos Valley area. The Texas Legislature in
1999 passed legislation directing the Public Utility Commission of Texas (PUCT) and the
Electric Reliability Council of Texas (ERCOT) to study and recommend an interconnection
between the ERCOT transmission grid and the Entergy transmission system, which is not
part of ERCOT. This interconnection was to be located so that the Entergy transmission
affected by Hurricane Ike would have an emergency backup if needed. The PUCT staff has
recommended that College Station and Entergy Texas construct an interconnection that,
while normally would be open, could be closed under declared emergencies to permit load
transfer between ERCOT and the SERC region of which Entergy is a member. The proposed
interconnection would allow Entergy Texas, during a declared emergency, to transfer
approximately 170 MW of connected load in the SERC region, to the ERCOT system without
negatively affecting the ERCOT system or the remainder of the Entergy Texas system.
The purpose of the Application to be filed at FERC is to obtain a FERC order (1) authorizing
the construction of an interconnection between College Station and Entergy Texas to be
used only upon a State of Emergency as declared by the Governor of Texas, and (2)
authorizing the provision of transmission service by either College Station or Entergy Texas
in the event of such a declared emergency, while, at the same time, (3) maintaining the
jurisdictional status quo for entities in the ERCOT grid such that College Station, ERCOT and
other entities in the ERCOT grid that are not otherwise subject to FERC jurisdiction, will not
be subject to FERC jurisdiction for any purposes other than the purposes of ordering the
interconnection and related transmission services. The Offer of Settlement which is to be
approved by FERC as part of the filing was negotiated between the City and Entergy and
sets out the terms and conditions under which Entergy would interconnect with College
Station.
Budget & Financial Summary: Approval of the FERC filing will not have any direct
budget considerations.
Attachment:
A copy of the Offer of Settlement can be found in the City Secretary Office
5
September 22, 2011
Workshop Agenda Item No. 3
Council Liaisons to City Boards and Committees
To: Mayor and Council
cc: David Neeley, City Manager
From: City Manager’s Office
Agenda Caption: Presentation, possible action, and discussion on appointing Council
Liaison to Council and/or Citizen Committees
Recommendation: Staff recommends that the Council discuss and select liaisons to
represent the City Council on City boards and committees. .
Summary: At the request of Council, staff is presenting this item so that the Council can
provide liaisons to represent the Council on various City committees that do not currently
maintain Council representation. The liaisons would serve in an Ex-Officio capacity only and
would not possess voting or other privileges reserved for full members.
A listing and description of Committees is attached.
Financial Summary: N/A
Attachments:
1) Committee Summary
6
ATTACHMENT 1
City of College Station Boards and Committees Appointed by City Council
COMMITTEE DESCRIPTION
B/CS Library
Committee
Encourages Development and recommends policies and programs for
advancement of the Bryan and College Station Libraries.
Cemetery
Committee
Advises the City Council regarding policies relating to the city owned and
operated cemetery.
Charter Review
Advisory Committee
Advises the City Council on the operation of the City Charter. Reports back to
Council regarding possible recommendations and revisions to the City Charter,
if needed.
Construction Board
of Adjustments
Hears appeals of decisions, considers interpretations of the Building Officials,
and considers variances to the terms of technical codes.
Design Review
Board
Hears and takes action on design district site plans and concept plans for
Planned Development Districts (PDD) and Planned Mix-Use Districts (P-MUD.)
Performs other duties as outlined in Ordinance No. 1819.
Historic Preservation
Committee
Aids in the collecting and preserving of the City's history. Provides for
education of citizenry, with an emphasis on designation of historical areas by
assigning historic plaques to residents of historic home sites and building.
Joint Relief Funding
Review Committee
Reviews all funding requests from charitable or any other assistance type
agencies, public or private, to the cities.
Landmark
Commission
Enhances the City's ability to identify and protect historically and/or culturally
significant districts, areas, sites and buildingsby bringing expertise in those
areas related to the designation of Historic Preservation Overlay Districts.
Medical Corridor
Advisory Committee
Guides and provides feedback and assistance to the Dept. of Economic
Development in discussing overall plan concept, community history, and
background related to the project.
Parks & Recreation
Board
Advises and recommends to City Council on all matters concerning the
establishment, maintenance, and operations of parks, and establishment and
operation of recreational programs conducted by COCS.
Planning & Zoning
Commission
Recommends changes in development codes and zoning ordinances to City
Council. Makes studies and recommendations with regard to proposed
annexations. Has final authority over all plats submitted to City.
Sunset Advisory
Commission
Serves as an advisory board to the City Council concerning whether a public
need exists for the continuation of a city board, commission, or committee.
Zoning Board of
Adjustments
Hears and decides appeals for interpretations, special exceptions, and variances
to the terms of the zoning ordinance. as well as permits.
7
September 22, 2011
Workshop Agenda Item No. 4
Update on Council Strategic Plan
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A Executive Director - Planning & Development Services
Relationship to Strategic Goals: Applicable to all Strategic Initiatives
Agenda Caption: Presentation, possible action, and discussion regarding the Council’s
development of their Strategic Plan.
Recommendation(s): Staff recommends that Council accept the update and provide any
relevant direction to aid staff in completion of the Strategic Plan.
Summary: Council initiated work on updating their Strategic Plan at their annual
workshop held on July 12, 2011. At the workshop, the Council reviewed current and
projected conditions that affect the operation of City government, affirmed their
commitment to the adopted Vision Statement, Organizational Mission Statement, and Core
Values. The Council refined their strategic initiatives and related goals and initiated the
development of strategies to achieve the stated goals. Since the workshop staff has
incorporated the strategic initiatives and goals in the budget development and have worked
to further refine the strategies intended to accomplish the identified goals.
The purpose of this workshop item is to update the Council on the progress of defining
strategies, reminding Council of the process and establishing the timeline for the adoption of
the Strategic Plan and its implementation and maintenance. Further, staff may seek
additional Council input and direction on any identified strategies presented at the
workshop.
Budget & Financial Summary: N/A
Attachments:
1. Strategic Planning & Budget Process FY2011-2012
2. Content and Purpose of Strategic Plan
3. Community Vision, Organizational Mission, and Core Values
4. Strategic Initiatives and Goals
8
Strategic Planning and Budget Process – FY 2010-2011
January § Personnel summaries and skill level data is sent to City departments to begin preparation of
the Salary and Benefits portion of the budget.
§ Budget staff meets to go over general action plans for the upcoming budget season and assign
duties and responsibilities.
§ Preliminary work begins on upcoming fiscal year budget.
February § Requests for fixed cost information as well as vehicle and equipment replacement data is sent
out to the City departments.
§ Prepare and distribute 1st quarter financial reports.
March § Budget analysts prepare Department and Fund summaries, prepare and update the computer
system, and finalize predetermined budget amounts for fixed costs.
§ Develop forecasts.
April § Budget department kicks off new budget year with City departments.
§ Analysts begin preliminary work with Departments and assist Departments in preparing their
budget submittal.
May § Department budgets are due back to the Budget Office.
§ Budget Analysts review base budget requests and requests for increases in funding via service
level adjustments (SLAs).
§ Budget Analysts review budget reduction submittals with departments.
§ Prepare and distribute 2nd quarter financial reports.
June § Budget Staff prepares Proposed Budgets and meets with Department Directors and City
Manager to discuss budget requests and service levels.
§ City Council participates in a Strategic Planning Retreat to review mission and vision
statements and identify strategic priorities for the upcoming fiscal year.
July § Prepare Proposed Budget Document.
August § Conduct televised budget workshops during regular Council meetings.
§ Present Proposed Budget to City Council.
§ Review Proposed Operating and Capital Improvement Program.
§ Prepare and distribute 3rd quarter financial reports.
September § Publish 1st Tax Notice (Notice of Public Hearing on Tax Increase).
§ Public Hearing of Proposed Budget.
§ Public Hearing #1 on tax increase (regular Council meeting).
§ Public Hearing #2 on tax increase (special Council meeting).
§ Publish 2nd Tax Notice (Notice of Tax Revenue increase).
§ Council adoption of Budget.
§ Council adoption of Tax Rate.
October § Prepare Approved Budget Document.
§ Prepare Capital Improvement Programs Document.
November -
December
§ Prepare and distribute 4th quarter financial reports.
§ Reviews and Special Projects.
§ Monitor Budget.
9
Definitions of Important Terms –
Quality of Life: “An all inclusive term that includes economic prosperity, affordable homes, gainful employment,
clean air and water, safe and attractive neighborhoods, ample recreational opportunities, convenient
transportation systems and an active and diverse community rich in art and cultural amenities.”
Core Services: “The City’s core services are public safety, construction and maintenance of infrastructure, the
planning for and accommodation of land use development, and the internal services necessary to support these
functions.”
Infrastructure: “Physical system of roads, bridges, sidewalks, water and wastewater facilities, electrical
facilities, municipal buildings; in addition to the vehicle fleet, information technology, radio and
telecommunication services utilized by the City to provide municipal services.”
Content and Purpose of Strategic Plan
What is a Strategic Plan and Why have One?
A strategic plan is generally defined as “a disciplined effort to produce fundamental decisions and
actions that shape and guide what an organization is, what it does, and why it does it”1. Strategic
planning “provides a systematic process for gathering information about the big picture and using it to
establish a long-term direction and then translate that direction into specific goals, objectives, and
actions”2.
Typically, strategic plans involve the development of a long-term vision, clarification of the
organization’s mission and values, and analysis of external challenges and opportunities assessing
internal strengths and weaknesses, development of goals or preferred outcomes, development of
strategies to realize the desired outcomes, and finally an action plan for projects and initiatives that will
implement the identified strategies.
Critical to this process’ success is everyone doing their part and doing it well. Vision and mission are
generally viewed as the purview of the community at-large; goals and desired outcomes, a partnership
between the electorate and those elected; strategies jointly developed by elected officials and staff, and
finally, actions developed and implemented by staff. If elected officials don’t understand the
community vision or the City government’s mission, then they will likely suffer the ire of the electorate.
If Council can’t or won’t clearly define its expectations and preferences, staff will struggle to devise
strategies and actions to deliver results and precious resources will be wasted. If staff doesn’t ensure
projects and initiatives are aligned with Council direction and oriented to achieve their desired
1 John Bryson “Strategic Planning for Public and Non-Profit Organizations: A Guide to Strengthening and Sustaining
Organizational Achievement (1995)
2 Theodore H. Poister and Gregory Streib “elements of Strategic Planning and Management in Municipal
Government: Status after Two Decades” (2005)
10
outcomes, they are likely to fail to achieve the outcomes they ultimately will be held accountable for.
How do We Use Strategic Plan in College Station?
College Station has used a strategic planning process for several years to aid in its decision-making.
Most recently with the adoption of the City’s new Comprehensive Plan and through it, clarification of
the community’s vision; the Council, through a couple of different intense planning workshops
developed the current multi-year strategic plan. The following graphic illustrates the strategic decision-
making model used in College Station.
11
Vision, Mission, and Core Values
The following items were developed as a part of the City’s Comprehensive Plan and the Council’s
Five Year Strategic Plan in 2009 and are utilized to develop the direction of the City government
through goals that are established each year.
Community 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!
City Government Mission Statement
On Behalf of the Citizens of College Station, Home of Texas A&M University, We will continue to promote
and advance the community’s quality of life.
Core Values
Promote:
- The healthy, safety, and general well being of the community
- Excellence in customer service
- Fiscal responsibility
- Involvement and participation of the citizenry
- Collaboration and cooperation
- Regionalism: be active member of the Brazos Valley community and beyond
- Activities that promote municipal empowerment
12
Key Strategic Focus Areas and Desired Outcomes
Financially Sustainable City3
Wise stewardship of the financial resources provided to the City resulting in its ability to meet current
service demands and obligations without compromising the ability of future generations to do the same
How will success in this area be measured?
· Increasingly diverse sources of revenue
· Adequate fiscal reserves
· Citizen satisfaction with services and facilities
· Others?
Providing Core Services and Infrastructure4
Efficiently, effectively and strategically placed core services and infrastructure that maintains citizens
health, safety, and general welfare and enables the city’s economic growth and physical development
How will success in this area be measured?
· Well-maintained infrastructure/Limited failures and outages
· Citizen satisfaction with services and facilities
· Stable or declining major offenses even as population increases
· Understanding community need and successful communication of City’s ability to meet the
needs
· Others?
Neighborhood Integrity
Long-term viable and appealing neighborhoods
How will success in this area be measured?
· Stable or increasing property values
· Citizen satisfaction with neighborhood quality of life
· Fewer negative impacts of rental properties in neighborhoods
· Others?
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
3 Currently combined into one Key Strategic Focus Area, Staff is recommending dividing into two Areas
4 Currently combined into one Key Strategic Focus Area, Staff is recommending dividing into two Areas
13
How will success in this area be measured?
· Increasing rate of increasing taxable value
· Increasing rate of increasing year over year sales tax receipts
· Increasing number of non-University high-paying full-time jobs
· Adequate land available and serviceable for basic employers
· Others?
Improving Mobility5
Safe, efficient and well-connected multi-modal transportation system designed to contribute to a high-
quality of life and be sensitive to surrounding uses
How will success in this area be measured?
· Increasing number of safe and complete ways to move to and between major destinations
· Continued reduction in the number of major crashes
· Streets that are not heavily congested
· Streets, sidewalks, bike lanes, and multi-use paths that are well maintained and free of hazard
· Others?
Sustainable City6
Wise stewardship of the natural resources and features needed to meet current demands without
compromising the ability of future generations to do the same
How will success in this area be measured?
· Expanded purchase of power from renewable energy sources
· Reduced energy consumption
· Reduced water consumption
· Reduced volumes of waste generated
· Efficient use of land
· Protection of vulnerable environmental features
· Others?
5 Currently entitled “Improving Multi-Modal Transportation”, Staff is recommending renaming
“Improving Mobility”
6 Currently entitled “Green Sustainable City”, Staff is recommending renaming “Sustainable City”
14
15
Definitions of Important Terms –
Quality of Life: “An all inclusive term that includes economic prosperity, affordable homes, gainful employment,
clean air and water, safe and attractive neighborhoods, ample recreational opportunities, convenient
transportation systems and an active and diverse community rich in art and cultural amenities.”
Core Services: “The City’s core services are public safety, construction and maintenance of infrastructure, the
planning for and accommodation of land use development, and the internal services necessary to support these
functions.”
Infrastructure: “Physical system of roads, bridges, sidewalks, water and wastewater facilities, electrical
facilities, municipal buildings; in addition to the vehicle fleet, information technology, radio and
telecommunication services utilized by the City to provide municipal services.”
Content and Purpose of Strategic Plan
What is a Strategic Plan and Why have One?
A strategic plan is generally defined as “a disciplined effort to produce fundamental decisions and
actions that shape and guide what an organization is, what it does, and why it does it”1. Strategic
planning “provides a systematic process for gathering information about the big picture and using it to
establish a long-term direction and then translate that direction into specific goals, objectives, and
actions”2.
Typically, strategic plans involve the development of a long-term vision, clarification of the
organization’s mission and values, and analysis of external challenges and opportunities assessing
internal strengths and weaknesses, development of goals or preferred outcomes, development of
strategies to realize the desired outcomes, and finally an action plan for projects and initiatives that will
implement the identified strategies.
Critical to this process’ success is everyone doing their part and doing it well. Vision and mission are
generally viewed as the purview of the community at-large; goals and desired outcomes, a partnership
between the electorate and those elected; strategies jointly developed by elected officials and staff, and
finally, actions developed and implemented by staff. If elected officials don’t understand the
community vision or the City government’s mission, then they will likely suffer the ire of the electorate.
If Council can’t or won’t clearly define its expectations and preferences, staff will struggle to devise
strategies and actions to deliver results and precious resources will be wasted. If staff doesn’t ensure
projects and initiatives are aligned with Council direction and oriented to achieve their desired
outcomes, they are likely to fail to achieve the outcomes they ultimately will be held accountable for.
1 John Bryson “Strategic Planning for Public and Non-Profit Organizations: A Guide to Strengthening and Sustaining
Organizational Achievement (1995)
2 Theodore H. Poister and Gregory Streib “elements of Strategic Planning and Management in Municipal
Government: Status after Two Decades” (2005)
16
How do We Use Strategic Plan in College Station?
College Station has used a strategic planning process for several years to aid in its decision-making.
Most recently with the adoption of the City’s new Comprehensive Plan and through it, clarification of
the community’s vision; the Council, through a couple of different intense planning workshops
developed the current multi-year strategic plan. The following graphic illustrates the strategic decision-
making model used in College Station.
17
Vision, Mission, and Core Values
The following items were developed as a part of the City’s Comprehensive Plan and the Council’s
Five Year Strategic Plan in 2009 and are utilized to develop the direction of the City government
through goals that are established each year.
Community 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!
City Government Mission Statement
On Behalf of the Citizens of College Station, Home of Texas A&M University, We will continue to promote
and advance the community’s quality of life.
Core Values
Promote:
- The healthy, safety, and general well being of the community
- Excellence in customer service
- Fiscal responsibility
- Involvement and participation of the citizenry
- Collaboration and cooperation
- Regionalism: be active member of the Brazos Valley community and beyond
- Activities that promote municipal empowerment
18
Key Strategic Focus Areas and Desired Outcomes
Financially Sustainable City1
Wise stewardship of the financial resources provided to the City resulting in its ability to meet current
service demands and obligations without compromising the ability of future generations to do the same
How will success in this area be measured?
· Increasingly diverse sources of revenue
· Adequate fiscal reserves
· Citizen satisfaction with services and facilities
· Others?
Providing Core Services and Infrastructure2
Efficiently, effectively and strategically placed core services and infrastructure that maintains citizens
health, safety, and general welfare and enables the city’s economic growth and physical development
How will success in this area be measured?
· Well-maintained infrastructure/Limited failures and outages
· Citizen satisfaction with services and facilities
· Stable or declining major offenses even as population increases
· Understanding community need and successful communication of City’s ability to meet the
needs
· Others?
Neighborhood Integrity
Long-term viable and appealing neighborhoods
How will success in this area be measured?
· Stable or increasing property values
· Citizen satisfaction with neighborhood quality of life
· Fewer negative impacts of rental properties in neighborhoods
· Others?
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
1 Currently combined into one Key Strategic Focus Area, Staff is recommending dividing into two Areas
2 Currently combined into one Key Strategic Focus Area, Staff is recommending dividing into two Areas
19
How will success in this area be measured?
· Increasing rate of increasing taxable value
· Increasing rate of increasing year over year sales tax receipts
· Increasing number of non-University high-paying full-time jobs
· Adequate land available and serviceable for basic employers
· Others?
Improving Mobility3
Safe, efficient and well-connected multi-modal transportation system designed to contribute to a high-
quality of life and be sensitive to surrounding uses
How will success in this area be measured?
· Increasing number of safe and complete ways to move to and between major destinations
· Continued reduction in the number of major crashes
· Streets that are not heavily congested
· Streets, sidewalks, bike lanes, and multi-use paths that are well maintained and free of hazard
· Others?
Sustainable City4
Wise stewardship of the natural resources and features needed to meet current demands without
compromising the ability of future generations to do the same
How will success in this area be measured?
· Expanded purchase of power from renewable energy sources
· Reduced energy consumption
· Reduced water consumption
· Reduced volumes of waste generated
· Efficient use of land
· Protection of vulnerable environmental features
· Others?
3 Currently entitled “Improving Multi-Modal Transportation”, Staff is recommending renaming
“Improving Mobility”
4 Currently entitled “Green Sustainable City”, Staff is recommending renaming “Sustainable City”
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