HomeMy WebLinkAbout04/16/2020 - Special Agenda Packet - City CouncilCollege Station, TX
Meeting Agenda
City Council Special
Phone: 888 475 4499 and Enter Meeting ID: 622 660 5081
Internet: https://zoom.us/j/6226605081
City Hall Council Chambers
April 16, 2020 5:00 PM 1101 Texas Ave, College Station,
TX 77840
College Station, TX Page 1
1.Call to Order.
2.Executive Session is closed to the public and will be held in the Administrative
Conference Room.
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 Council Self Evaluation
b. City Manager Discussion of Duties related to COVID19 Response
3.Reconvene from Executive Session and take action, if any.
4.Special Agenda
Speaker Protocol: An individual who wishes to address the City Council regarding any item on the
Special Agenda shall register with the City Secretary prior to the meeting being called to order. To
register the individual must provide a name and phone number by calling 9797643500 or emailing
CSO@cstx.gov prior to the start of the meeting. To submit written comments to the Council email
CSO@cstx.gov and they will be provided at the meeting. Upon being called to speak an individual
must state their name and city of residence, including the state of residence if the city is located out
of state. Speakers are encouraged to identify their College Station neighborhood or geographic
location. Each speaker’s remarks are limited to three (3) minutes. Any speaker addressing the
Council through the use of a translator may speak for six (6) minutes. At the (3) minute mark the City
Secretary will announce that the speaker must conclude their remarks.
4.1.Presentation, discussion, and possible action on future agenda items requested by Council.
Sponsors:Bryan Woods
Attachments:1.List of Future Agenda Items will be provided under a separate cover
4.2.Presentation, discussion, and possible action on economic and community recovery efforts in
response to COVID19.
Sponsors:Bryan Woods
Attachments:None
Page 1 of 19
City Council Special
Page 2 April 16, 2020
4.3.Presentation, discussion, and possible action regarding a 2020 update to the City Council
Strategic Plan.
Sponsors:Bryan Woods
Attachments:1.Council SP 2020
5.Adjourn.
The City council may adjourn into Executive Session to consider any item listed on the agenda if a
matter is raised that is appropriate for Executive Session discussion.
I certify that the above Notice of Meeting was posted on the website of the City of College Station at
5:00 p.m. on April 13, 2020.
This building is wheelchair accessible. Persons with disabilities who plan to attend this meeting
and who may need accommodations, auxiliary aids, or services such as interpreters,
readers, or large print are asked to contact the City Secretary’s Office at (979) 7643541, TDD
at 18007352989, or email adaassistance@cstx.gov at least two business days prior to the
meeting so that appropriate arrangements can be made. If the City does not receive
notification at least two business days prior to the meeting, the City will make a reasonable
attempt to provide the necessary accommodations.
Penal Code § 30.07. Trespass by License Holder with an Openly Carried Handgun.
"Pursuant to Section 30.07, Penal Code (Trespass by License Holder with an Openly
Carried Handgun) A Person Licensed under Subchapter H, Chapter 411,
Government Code (Handgun Licensing Law), may not enter this Property with a
Handgun that is Carried Openly."
Codigo Penal § 30.07. Traspasar Portando Armas de Mano al Aire Libre con Licencia.
“Conforme a la Seccion 30.07 del codigo penal (traspasar portando armas de mano al
aire libre con licencia), personas con licencia bajo del SubCapitulo H, Capitulo
411, Codigo de Gobierno (Ley de licencias de arma de mano), no deben entrar a esta
propiedad portando arma de mano al aire libre.”
City Secretary
Page 2 of 19
April 16, 2020
Item No. 4.1.
Discussion on Future Agenda Items
Sponsor:Bryan Woods, City Manager
Reviewed By CBC:City Council
Agenda Caption:Presentation, discussion, and possible action on future agenda items requested by
Council.
Relationship to Strategic Goals:
Good Governance
Financial Sustainability
Core Services & Infrastructure
Neighborhood Integrity
Diverse & Growing Economy
Improving Mobility
Sustainable City
Recommendation(s): Staff recommends Council review existing list of future agenda items and
provide direction.
Summary: At each Regular Meeting of the College Station City Council, council members have the
opportunity to propose an item to be considered on a future agenda. The current list is provided to
Council under a separate cover.
Due to the COVID-19 pandemic and the disruption caused to regular City operations, some agenda
items which had been scheduled for meetings in March and/or April have been postponed. Council
may review the list of existing items and re-prioritize.
Budget & Financial Summary: N/A
Reviewed & Approved by Legal: No
Attachments:
1.List of Future Agenda Items will be provided under a separate cover
Page 3 of 19
List of Future Agenda Items will be provided under a separate cover
Page 4 of 19
April 16, 2020
Item No. 4.2.
Presentation, discussion, and possible action on economic and community recovery efforts
in response to COVID-19.
Sponsor:Bryan Woods, City Manager
Reviewed By CBC:City Council
Agenda Caption:Presentation, discussion, and possible action on economic and community
recovery efforts in response to COVID-19.
Relationship to Strategic Goals:
Good Governance
Diverse and Growing Economy
Financial Sustainability
Recommendation(s): Staff recommends Council review various efforts and provide direction.
Summary: Various recovery efforts are underway to help local businesses, community organizations
and non-profits assisting the community in recovering from the impact of COVID-19. This item will
review some of these efforts to determine direction and level of participation.
Budget & Financial Summary: N/A
Reviewed & Approved by Legal: No
Attachments:
None
Page 5 of 19
April 16, 2020
Item No. 4.3.
2020 Council Strategic Plan and Priorities
Sponsor:Bryan Woods, City Manager
Reviewed By CBC:City Council
Agenda Caption:Presentation, discussion, and possible action regarding a 2020 update to the City
Council Strategic Plan.
Relationship to Strategic Goals:
Good Governance
Financial Sustainability
Core Services & Infrastructure
Neighborhood Integrity
Diverse & Growing Economy
Improving Mobility
Sustainable City
Recommendation(s): Staff recommends Council receive the presentation, discuss strategic
priorities, and adopt a 2020 update to the Council Strategic Plan.
Summary: The 2020 update to the Council Strategic Plan has been prepared in accordance with
Council discussion and direction at the Council Retreat held on February 7, 2020.
The 2020 Council Strategic Plan includes FY21 strategies under each of the overarching goals and
requested action items from the aforementioned Council Retreat.
Budget & Financial Summary: N/A
Reviewed & Approved by Legal: No
Attachments:
1.Council SP 2020
Page 6 of 19
1 City Council Strategic Plan 2020
Why have a plan?. . . . . . . . . . . . .
To maintain and enhance College Station’s
high quality of life and unique community
character, the College Station City Council
works closely with residents and the city’s
experienced management team to plan for
current and future needs. The Strategic Plan
identifies shared priorities and goals, and
provides a cohesive framework for the annual
budget process.
The Strategic Plan’s seven initiatives include
specific objectives and actions that are
designed to meet the initiatives’ goals. The
plan also outlines performance measures that
will mark each initiative’s progress and the
plan’s overall success.
CIT Y OF C OLLEGE STAT ION
Home of Texas A&M University®
cstx.gov
City CouncilStrategic Plan
2020 UPDATE
Mission Implementation Plan Highlights
Page 7 of 19
2 City Council Strategic Plan 2020
Organizational Values. . . . . . . . . . . . .
• Respect everyone.
• Deliver excellent service.
• Risk, create, innovate.
• Be one city, one team.
• Be personally responsible.
• Do the right thing. Act with integrity
and honesty.
• Have fun.
City Council Mission
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.
Community Vision
College Station will be a vibrant, progressive, knowledge-based community that
promotes the highest quality of life by:
• Promoting safe, tranquil, clean and healthy neighborhoods with enduring character.
• Increasing and maintaining citizens’ mobility through a well-planned and
constructed intermodal transportation system.
• Promoting sensitive development and management of the built and natural
environments.
• Supporting high-quality, well-planned and sustainable growth.
• Valuing and protecting our community’s cultural and historical resources.
• Developing and maintaining high-quality, cost-effective community facilities,
infrastructure and services that ensure a cohesive and connected city.
• Proactively supporting economic and educational opportunities for all citizens.
College Station will remain a friendly and responsive community and be a
demonstrated partner in maintaining and enhancing all that is good and
celebrated in the Brazos Valley. It will forever be a place where Texas and
the world come to learn, live and conduct business.
Core Values
• The health, safety, and general well-being of the community.
• Excellence in customer service.
• Fiscal responsibility.
• Citizen involvement and participation.
• Collaboration and cooperation.
• Regionalism as an active member of the Brazos Valley community and beyond.
• Activities that promote local autonomy.
• Plan and collaborate with Texas A&M University.
Page 8 of 19
3 City Council Strategic Plan 2020
Residents Approve. . . . . . . . . . . . .
A 2019 survey indicted that about 9 of every 10
city residents rate College Station as a good or
excellent place to live.
College Station is consistently named as one of
the country’s top places for families, business,
careers, education and retirement.
Good Governance
The city is governed in a transparent, efficient, accountable and
responsive manner on behalf of its citizens that actively promotes
citizen involvement.
What does this mean for citizens?
• The city conducts business in an open and inclusive fashion.
• The city delivers services in an efficient, practical manner.
• The city actively pursues the aspirations, goals and expectations of its citizens.
• Citizens are encouraged to serve on city boards, commissions, and in other
volunteer capacities.
• Citizens are satisfied with city services and facilities.
How will we achieve success?
• The council will annually review and implement the Strategic Plan.
• The city will conduct regular citizen surveys about city services and priorities.
• The council will conduct regular internal audits of city services, practices and
programs and report the results to the public.
• The city will televise council workshop and regular meetings.
• Critical governance information such as plans, budgets, ordinances, expenditures,
etc., will be available on the city’s website and in city offices.
• Council will ensure its funding partners remain wise stewards of tax funds.
• Council will adopt and adhere to a series of practices for conducting its meetings.
• The city will ensure that notices are posted and readily available to the public.
• The city will share information and communicate with citizens about city issues
through owned, earned and paid media.
GOAL
OBJECTIVES
ACTIONS
Page 9 of 19
4 City Council Strategic Plan 2020
By the Numbers. . . . . . . . . . . . .
In 2019, the value of private taxable property
in College Station was about $9.92 billion.
College Station’s property tax rate is among
the lowest in the state.
Moodys recently upgraded College Station’s
bond rating to Aa1, which says the city
has a strong capacity to meet its financial
commitments.
Financial Sustainability
Wise stewardship of financial resources results in the city’s ability
to meet service demands and obligations without compromising the
ability of future generations to do the same.
What does this mean for citizens?
• The city maintains diverse sources of revenue and a comparable property tax rate
for growing cities of comparable size.
• The city maintains adequate reserves to ease the impact of economic fluctuations.
• The city maintains economic competitiveness measured by comparable trends.
• Citizens know where city revenue comes from and how it is spent.
• Citizens are satisfied with city services and facilities.
How will we achieve success?
• The city will have an annual balanced budget and a diversity of revenue sources.
• The city will endeavor to maintain or improve its current bond ratings.
• Enterprise operation rates will be set to meet service demands.
• The city will seek grants and other outside funding.
• The city will strive to maintain and rehabilitate equipment, facilities and infrastructure
on a strategic schedule and establish reserve funds to enable replacement.
• The city will seek the efficient delivery of services and facilities.
• The city will maximize the transparency of expenditures, policies and procedures.
• The city will conduct routine audits to ensure accountability and maximize efficiency.
• The city will set fees at appropriate levels to recover the costs of service delivery.
• The city will share information and communicate with citizens about the city’s fiscal
issues through various media outlets.
GOAL
OBJECTIVES
ACTIONS
Page 10 of 19
5 City Council Strategic Plan 2020
High Quality Service. . . . . . . . . . . . .
College Station is the only city in the nation
to have national accreditations in police, fire,
public safety communications, parks, water
and public works.
The city has 386 employees devoted to public
safety, including 219 in the Police Department
and 166 in the Fire Department.
The 2019 survey indicated that 8 of every
10 residents rate city services as a good or
excellent, with about 85 percent rating the
city’s customer service as good or excellent.
Core Services & Infrastructure
The city’s core services and infrastructure are efficiently, effectively and
strategically delivered to enable economic growth and development, and
to maintain citizens’ health, safety and general welfare.
What does this mean for citizens?
• The city has few utility failures and outages.
• The city reduces crime and fear of crime, including risk of injury or property damage.
• The city protects life and property in times of emergency.
• City services and facilities are adequate in size, location and timing.
• City services and utilities are safe and efficient.
• The city assists at-risk and low-income residents.
• Citizens are satisfied with city services and facilities.
How will we achieve success?
• The city will maintain program accreditations and certifications.
• The city will attract and retain professional staff and be an employer of choice.
• The city will guide private and public land use for business development.
• The city will plan for, maintain and invest in the infrastructure, facilities, services,
personnel and equipment needed to meet projected needs and opportunities.
• The city will provide immersive learning experiences for citizens.
• The city will use technology to effectively and efficiently deliver services.
• The city will continue to support community development agencies that
demonstrate good stewardship of public funds.
• The city will continue to support fair and affordable housing programs.
• The city will share information and communicate with citizens about core services
and infrastructure through owned, earned and paid media.
GOAL
OBJECTIVES
ACTIONS
Page 11 of 19
6 City Council Strategic Plan 2020
Neighborhood Integrity
The city’s neighborhoods are long-term, viable, safe and appealing.
What does this mean for citizens?
• The city has diverse housing choices and property values are stable or increasing.
• Citizens are satisfied with the quality of life in their neighborhoods.
• The city has reduced the negative impacts of neighborhood neglected properties.
• Citizens have numerous opportunities to actively engage in decisions that affect
their neighborhoods.
How will we achieve success?
• The city will have proactive code enforcement.
• Federal and state funds will be used to help provide affordable housing and address
community development needs and opportunities.
• The city will use a geographic-based approach to deliver police services.
• The Police Department’s Community Enhancement Unit will provide proactive
neighborhood support.
• The city will continue to invest in the maintenance and rehabilitation of
neighborhood infrastructure and facilities.
• The city will continue its partnerships with Texas A&M University to educate renters.
• The city will expand mobile-ready technologies to inform citizens and engage them
on city issues and concerns.
• The city will continue to plan with neighborhood residents to address concerns and
capitalize on opportunities.
• The city will continue to support and partner with homeowner and neighborhood
associations to address their issues and concerns.
GOAL
OBJECTIVES
ACTIONS
Planning for Success. . . . . . . . . . . . .
The City of College Station works closely with
neighborhoods through the Neighborhood
Grant Program, Neighborhood Seminar
Suppers and a weekly electronic newsletter
distributed to neighborhood and homeowner
associations.
In recent years, neighborhood plans have
been completed for Central College Station,
Eastgate, Southside, Wellborn, South Knoll
and the Medical District.
The city actively partners with Federation of
Texas A&M Mother’s Clubs to help address
neighborhood integrity issues. City information
is also distributed at major campus events.
Page 12 of 19
7 City Council Strategic Plan 2020
Economic Impact. . . . . . . . . . . . .
The city has expanded its economic
development efforts with a focus on sports
tourism, retail development and new industry
recruitment.
Visitor-based sports events at city facilities
have made a substantial economic impact.
SportsEvents magazine ranks Veterans Park
& Athletic Complex among the nation’s top 10
multi-use facilities.
Diverse & Growing Economy
The city’s diverse economy generates high-quality, stable jobs that
strengthen the sales and property tax base and contribute to an
exceptional quality of life.
What does this mean for citizens?
• The city’s annual taxable value increases.
• The city’s annual sales tax receipts increase.
• The number of high-paying, full-time private sector jobs increases.
• Adequate, serviceable land is available for economic development opportunities.
• Opportunities are available for starting and operating businesses.
How will we achieve success?
• The city will support, expand and diversify a consumer-oriented economy.
• The city will protect major economic assets from incompatible encroachments.
• The city will support efforts to expand and enhance broadband services.
• The city will support diverse, business-to-business services.
• The city will expand and diversify efforts that focus on job growth.
• The city will plan and invest in infrastructure, facilities, services, personnel and
equipment needed to meet projected needs and opportunities.
• The city will maintain comparable utility rates.
• The city will ensure that business impacts are considered in the development of
regulations and standards.
• The city will protect properties from crime and property damage.
• The city will ensure adequate, serviceable land is available for economic needs.
• The city will maintain relationships with local and regional economic partners.
GOAL
OBJECTIVES
ACTIONS
Page 13 of 19
8 City Council Strategic Plan 2020
Project Managers. . . . . . . . . . . . .
The City of College Station has become a
leader in implementing technology to improve
transportation. The city’s cutting-edge
intelligent transportation system includes a
Transportation Control Center that allows
engineers to monitor multiple intersections and
adjust signals based on real-time data.
College Station was the first city in Texas
to implement and use Signal Performance
Measures to evaluate and improve traffic signal
operations.
The FY20 city budget includes more than $71
million in infrastructure projects for streets and
transportation, water, wastewater, electric, and
municipal facilities.
Improving Mobility
The city has a safe, efficient, sustainable and well-connected
multimodal and innovative transportation system that contributes to a
high quality of life and is sensitive to surrounding uses.
What does this mean for citizens?
• The city increases the number of safe and complete ways to travel in town.
• The city increases the enforcement of traffic offenses in an effort to decrease
vehicle accidents.
• City streets are not heavily congested for extended periods of time.
• City streets, sidewalks, bike lanes, and multi-modal paths are well-maintained
and free of hazards.
How will we achieve success?
• The city will provide streets that accommodate vehicles, bicyclists and pedestrians.
• The city will ensure that streets have features that promote pedestrian safety.
• The city will seek transit opportunities through partnerships.
• The city will provide for land uses that support multimodal opportunities.
• The city will plan for infrastructure that meets projected growth and development.
• The city will seek federal and state funds to construct facilities.
• The city will make investments to help avoid long periods of traffic congestion.
• The city will promote a well-connected system of residential streets and collector
avenues to ease the strain on expensive arterial boulevards.
• The city will identify and fund a multi-year capital improvements program.
• The city will maintain and rehabilitate the system to avoid costly replacement.
• The city will maximize the system’s efficiency, including intersection
improvements, traffic signal timing and signage.
GOAL
OBJECTIVES
ACTIONS
Page 14 of 19
9 City Council Strategic Plan 2020
Single-Stream Recycling. . . . . . . . . . . . .
The City of College Station’s single-stream
recycling program allows residents to place
their recyclables in one container. The
change has made recycling easier and more
convenient, and has resulted in a significant
decrease in the amount of garbage taken to
the landfill.
Sustainable City
The city’s conservation and environmental awareness is fiscally
responsible and results in a real and tangible return on investment.
What does this mean for citizens?
• The city purchases power from renewable energy sources.
• The city reduces energy and water consumption.
• The city reduces the volume of waste generated.
• The city uses land efficiently.
• The city protects vulnerable environmental features.
• The city reduces the risk associated with flooding and other natural hazards.
How will we achieve success?
• The city will enhance its conservation and recycling efforts.
• The city will purchase renewable energy.
• The city will protect its potable water supply and its ability to meet projected demands.
• The city will conduct sound land use planning guided by its Comprehensive Plan.
• The city will increase participation in FEMA’s Community Rating System program.
• The city will acquire flood-prone areas and their associated riparian areas through its
Greenway Acquisition program.
• The city will seek grants and other sources of outside funding to support its
sustainability efforts.
• The city will encourage education about city conservation efforts and programs.
GOAL
OBJECTIVES
ACTIONS
Page 15 of 19
10 City Council Strategic Plan 2020
Implementation Plan Highlights
FY20 STRATEGIES
Good Governance
• Complete comprehensive review of city’s vision, mission, and core values.
• Prepare for the 2020 U.S. Census.
• Review homestead exemption levels.
Core Services & Infrastructure
• Complete construction of new police facility.
• Begin construction of new city hall.
• Complete update to Capital Improvement Plan.
• Prepare for improved mobility for public transit and high-speed rail.
• Evaluate and begin implementing Fire Department growth, facilities,
and staffing plan.
Neighborhood Integrity
• Conduct annual meetings with neighborhood stakeholders such as
residents, property owners and property managers that outlines codes
and enforcement tools.
• Re-engage and review neighborhood plans established in the earlier
Comprehensive Plan process.
• Establish a program for active outreach to non-organized neighborhoods.
• Engage Texas A&M in neighborhood integrity processes for student housing.
• Implement the neighborhood overlay ordinance.
Page 16 of 19
11 City Council Strategic Plan 2020
Implementation Plan Highlights
FY20 STRATEGIES
Diverse & Growing Economy
• Establish plan for final phase of Veterans Park improvements.
• Complete construction of first phase of Southeast Park.
• Continue efforts to refine Unified Development Ordinance.
• Review and update Economic Development Master Plan.
• Implement Midtown Business Park Master Plan.
• Explore establishment of Small Business Advisory Board.
• Promote the College Station brand.
• Evaluate the possible expansion of the Spring Creek Development
Corporation and the feasibility of a city economic development corporation.
• Review the vision for Wolf Pen Creek Park.
• Explore opportunities for a signature event.
Improving Mobility
• Determine new transportation requirements due to growth.
• Monitor high-speed rail development.
• Monitor development and progress of Interstate 14.
Sustainable City
• Continue Comprehensive Plan update.
• Evaluate Smart City initiatives such as smarter technologies, renewable
resources, Bike City designation, recycling, and LEED designation.
Page 17 of 19
12 City Council Strategic Plan 2020
Implementation Plan Highlights
FY21 STRATEGIES
Good Governance
• Develop and implement a legislative policy agenda.
• Assess opportunities to review local options for property tax levy.
• Initiate a comprehensive approach to effectively communicate the
city’s accomplishments, activities, and events.
Core Services & Infrastructure
• Prepare for a November 2021 bond election.
• Evaluate the city’s capital needs and encourage citizen engagement.
• Analyze the potential for additional beautification efforts during
construction projects.
Neighborhood Integrity
• In concert with Comprehensive Plan update, analyze the impact of
redevelopment in single-family neighborhoods.
• Examine ways to enhance neighborhood parks for residents and visitors.
Diverse & Growing Economy
• Enhance the city’s marketing and branding strategy.
• Develop a campaign to promote the investments and opportunities
at Veterans Park and Athletic Complex.
• Implement strategies to support Northgate operations.
Improving Mobility
• Update the Capital Improvements Program.
Sustainable City
• Pursue city initiatives and designations related to smarter technologies,
sustainability, and collaborative solutions.
• Review opportunities to create further environmental sustainability.
Page 18 of 19
13 City Council Strategic Plan 2020
Implementation Plan Highlights
REQUESTED ITEMS FROM 2020 COUNCIL RETREAT
• Veterans Park comprehensive landscaping plan. (Crompton)
• Branding strategy for Veterans Park signage. (Crompton)
• Discussion on acquisition of landfill property from BVSWMA. (Brick)
• Dedication of about five acres to wilderness in Sandstone and Brison
Parks. (Crompton)
• Maximize potential of Northgate assets such as the parking garage. (Crompton)
• Pursue a mitigation strategy through Electric Fund for tree plantings. (Crompton)
• Expand park space adjacent to existing Raintree Park. (Crompton)
• Examine a wetlands project to encourage native species. (Brick)
• Demonstrate the possible economic benefits of single-family housing
redevelopment. (Nichols)
• Review option to increase the existing local homestead exemption
by 5%. (Nichols)
• Beautification efforts for medians such as tree plantings. (Crompton)
• Examine ways to better inform the public about city accomplishments,
activities, and events. (Crompton)
• Consideration of a utility advisory board. (Crompton)
• Consideration of a small business advisory board. (Crompton)
• Conduct joint council-CSISD School Board meeting.
• Adopt and carry out a city branding strategy. (Crompton/Maloney/Nichols)
Page 19 of 19