2006-02-13
City of Southlake
CITY COUNCIL WORK SESSION
Marriott Solana, Salons A & B
5 Village Circle
Westlake, Texas 76262
FEBRUARY 13, 2006
MINUTES
CITY COUNCIL PRESENT: Mayor Andy Wambsganss, Mayor Pro Tem Keith Shankland,
Deputy Mayor Pro Tem Carolyn Morris (arrived at 4:50 p.m), and Councilmembers Laura K.
Hill, Gregory Jones (arrived at 4:47p.m.), Virginia M. Muzyka, and John Terrell.
CITY COUNCIL ABSENT: None.
STAFF PRESENT: City Manager Shana Yelverton, Assistant City Manager Jim Blagg,
Assistant to the City Manager Ben Thatcher, Manager of Technical Services Gary Gregg,
Library Administrator Kerry McGeath, Director of Community Services Steve Polasek, Director
of Economic Development Greg Last, Director of Finance Sharen Jackson, Director of Human
Resources Kevin Hugman, Director of Planning Ken Baker, Director of Public Safety Rick
Smith, Chief of Fire Services Robert Finn, Chief of Police Services Wade Goolsby, Director of
Public Works Bob Price, Interim Director of Public Works Charlie Thomas, and City Secretary
Lori Farwell.
Agenda Item No. 1. Opening comments. Mayor Wambsganss called the work session to order at
4:36 p.m.
Agenda Item No. 2. Discussion: City Council Strategic Planning. City Manager Yelverton
reviewed strategic objectives and action plans. She presented a Power Point presentation on
Council-established action plans and on staff s work at the retreat.
Assistant to City Manager Thatcher then reviewed the staff efforts to date to achieve plan results.
He presented a Power Point presentation showing efforts related to strategic cycle, work plans,
accountability measures, and values work. The group then broke into rotational small group
discussions by work group.
The group ate dinner from 6:18 p.m. to 7:12 p.m.
Director Smith led an interactive exercise where Councilmembers assembled photo collages
depicting their likes and dislikes within the City. He facilitated a discussion of strategic
objectives as they related to the findings.
Assistant City Manager Blagg confirmed strategic focus areas and strategic corporate objectives.
He presented easel tablets for any new ideas brought forward by Councilmembers and facilitated
a discussion of gaps within the strategic plan.
CITY COUNCIL WORK SESSIONMINUTES, FEBRUARY 13, 2006 PAGE 1 OF 2
Agenda Item No. 3. Meeting adjourned. The Mayor adjourned the work session at 8:51 p.m.
f Andy Wam sganss
Mayor
ATTEST:
P
e,,•1~fl, y T N (,9~,F ~~~"r
Lori A. Farwell . Q~; P °
City Secretary _ P-o c
a
•
m
~I °0P09PPPP
CITY COUNCIL WORK SESSIONMINUTES, FEBRUARY 13, 2006 PAGE 2 OF 2
■ Strategic Management Terminology
Vision. Defines what the organization wants to be or achieve.
Mission Statement. Describes the organization's purpose by
defining the "business" of the organization.
T
Values Organizational Values. Fundamental principals that guide
integrity how members of the organization conduct themselves in pur-
suit of the mission and vision.
Innovation
Accountability Strategic Focus Areas. Sets the direction for the organization
to lead the city to the future position of great success.
Commitment to
Excellence Strategic Corporate Objectives. Describes in noun/verb form
Teamwork the activities that are required to implement the plans set forth
as strategic focus areas.
Work Plans. These initiatives govern the day-to-day work of
the departments as a blueprint for business action and individ-
ual employee activity.
Key Accountability Indicators and Targets. These indicators
provide the mechanism for tracking the quantity and quality of
work performed in each of the strategic areas against a pre-
determined goal. May be used to determine departmental or
work unit efficiency and effectiveness, and may be applied to
individuals and reviewed as a part of the annual performance
appraisal process.
STRATEGIC • • • Rotat ions)
Strategy/Administrative Group
Jim Blagg, Ben Thatcher, Greg Last, Sharen Elam, Kevin Hugman, Lori Farwell, Gary Gregg
1. Work Group Plans (JCB)
2. Strategic Management System (BT)
3. Comp & Class Study (KH)
4. IT Assessment (JCB)
5. Citizen Survey (JCB)
6. 50th Anniversary (KB)
7 Vehicle Replacement Program (JCB, SJ)
8. Web Site Update (GL)
Public Services Group
Rick Smith, Wade Goolsby, Robert Finn, Steve Polasek, Kerry McGeath
1. Work Group Plans (RS)
2. Strategic Park Sites (SP)
3. DPS Management Study (RS/WG)
4. CS Management Study (RS)
5. Community Initiatives (RS/WG/RF)
6. Beautification Initiatives (SP)
7 Enforcement
Development Group
Shana Yelverton, Ken Baker, Bob Price/Charlie Thomas
1) Work Plan Overviews (SKY)
2) Drainage Utility District (CT)
3) Urban Design Study (KB)
4) FM 1709 - Resurfacing/Restriping Program (CT)
5) Capital Project Grant Requests (KB)
6) Regional Transit Initiative (SKY)
Page 1
7) PW Management Study (SKY/CT)
c a
A
-v (n K- m n v< m' (n D .
D 0i n 3
Q = 3 w o < ~ to can c m CD
0 CD :T 3 m (D N C (=n 7 n• w O n C, cD
C obi fin 0 c p' O
m D m 3 m ° o. m 3 0 (D < (°<D 3
U2 j ! = 7 ~0--2) ~w n 'a
000 3~ ~v G3
TIQ (<D 7 S Qw fir, C) O w ~ m
3 0 N< M m 0 n m < d
-0 CD
Q 3ci CL o c 3 Q
CD d a c Q C N N n
0 O CD <D w
C9 n
fD <D ~ O ~ N
0 Z-3 C) M -0 U)
v n
0 0 0 0 (<D 0 C O Q CD <m (D (D N 0 O Q O ~ 2)
CD Q3amm <m 3m<m •<c?m m3 m3~w (,D °'<Q
Q m° o (o 0. m m<
0 Co: o 3 n 0 ° 3 Q° w 3 co 0 -
Q<
_0 w m - -a m O -a m m 3 m 3 -a_ N 90 ~ (O m _0
w ~mww~cc min w° w_0°
w :03 3(D
0- 3 c ° co (n m 0 w m m
CD L
CD - CL 'a (D U) 0.
a ~~'33v cfl 300 0w rnn c (CD 0'~
a 0 .-0 CD m c 3 j Zvi (a -o Q - (b \ b m o (Q = ¢1
(0 w° 3 Q< m o _.5m o o m m n a
<(0
(D 3
CD ZL
CD 3 CD 0(D~ 3~0-a cn~ ak0- n- 1w ~Qcni w W -4
(D CD :r :3 0
° mu,°3(Q N~, 003 ~mc 3w~' C) 0
~(n33m3 m (n~o o(q :3 w m m CD 0 Q
O 3 S (j C N w w 3 (o m o D = 3 a =
2i :3
CD Cr CL W 0- -30 CD 0 11) 0 CD CT
:3 (D D '0 CD
CL CD cn. (0 :3
W= -D co r- 'a (o cn CD CD (M' ° N c=ir m
= 0 3 0 ca m? 3 a v 3 3 v m (Q a)
FD' ° -a = Q m° m Q n n m _0 Q . O- -0 0
:3 1 _
= CD CD 0 :3 D
cn n 3 (Q ° m 'Y (n Q n w Q -0 7 :3 (D 3 _ (D (o a
0 (D 0 U) (D 0 CD CD
0 ~ 0 ~ Q ~ 3 (fl' ~ D) d 3 c (o (v of
Z57 CD :3 (D 10 CD w :3 (0
(n 7 c < N -D c A~ N (Q N
(n cwn co Q 0 Q v 1 (D Q 0 O. 0 P1 Q
CL CD =t 0 70 < - :3 o C:
(n :r CD o (D
FD* (D O W
CD (Q. 3 6 m 0 0 0 3 m 0 m
CD :3
_ c m (D c0i o o w
0 ° -1 (o
w (o 0 sv 3 3 w (n O V J
a3 0 CD a Q 0 -0
0 Z)
m w 0 3 3 a 13 0 cn: < o C w
cn 3 CD (D
CD m CD (D m e (n
m c = (n ?
3 6 0 3 Q mC-0 c° w
O n
<
SD
cn (D
o
co n> °
Cl) 3 O c? w = o y
"a m 7 c W cn 0
(D Q w » m s
:3 :3 w
Q A,
cn
6
om~ ~a>vi3cQ5w~ n D
Q O ID- 0 < 0 -a m -a w n °
mm=c~ CD U) 0~. (~~pc=a 3
m 5- 3 3 3 m w m co
m
Q= Q Sw SE5•CL c cQ x
O O Q b m O m (o (p cn c -a 3
co 3 c w Q
wDow -oam-0CD 0 Q w -0
o- o 0 3 03 O0 3 0 E O
=
a (D
Coco v03 3 3 m j CD Ln
N ((D w 0
0 a m Qcn = m (j) 3 0 O
a w v m
w~ 3 ZT
C m
0 ~ FD O• O cwn Ai 0 O_0 (D - "
11) 'a CD :3 :3 =3 CD < Z) 5 0
(c m 3 m N CO (D (o O O
c N CD
0 CD _0 O O ° N. CD c L* 3 3
O m 3
CL m w < N N Qw m (n a m ~ ~ m
CD CC CD cl
m '0 0 (a 0 = w N O N (n N
O N
w m m 3 0 m o'
< a ° 3 co o 0
c O 0 w m 0
0
CD o 3 0 o w -°a
° O n C m
CD CD 0 CD _0 o
(n' Q (D 7 7 w c (wn
(D < ' Q O Q O (D
(D D
j 0 (0 6
S
Q cn < a m
(Q 0 CD j
0 3 c
(Q =
w
0 a (D
w
m0- 3 D oc D nmcD3 m
3 0 S= N < (D O Q x= (D -a 0 Q O CD cD
0 (cep 3 7 N 0_ (a ((DD 0 O~ 6 a
W m -a m vi (n ("O N' (n- O
~
0 D) (D
=3 X CD N= (D C C O C = U SU cn a 0 _0 CD
3 = W CL ::r C') CD
mm~'0 gym= ch00 mcawa 3a'
Q (n w (n w
0' 3 CD - N x S_ S.
co w 0 7R CL
OcoOD S6 0m cod
3 w n m o
o o CD C:
CL CD V W
am 0c0 m - < ° <
c N Al m N -w j (D (0 N N
o (D cn = w (Q m -a ?
Q 3 (o m (D (D ° °
v
to w O W a Q 0
a= (n m 3 m 3 CD <
O < Q O' m 0- m Q 0 cn
CD = = w = c
3 -a c c (n w o 3 a
cfl m c Co 0 m 5 w m
CD
N (o
O O
r r r r r r r r r r r r r r r r r r
0 ® •
Cno 11o D o o T~ M ~D m0 (n
~.ai~ o~ 93 w m~ a~ ~c v p~ O
ocnm°mm 5c < =T wm cnom cm c
as ~~.~3~~ w33N <m~ w am _3cQ_ '..o0 n~
(7 f0 7 (D W O C S m O;& d N' to p n G
o -i 3 c E3 m 3 3 U2 CD CD m m w < c
a (~D < m
0 m O Z 10 C N 0 O w w N, N Ai <
n m O O n O 0 S 6 0 a- O (D
c° c -0 cc° ai m 3 0 tin 3 90 a 3 5 3 Q
~ =r o
n c?. (D Ro 3 p o. M (D CD (D
3 rl =:v 5 _0
CD _
CD ' ° ° CD
o
z .
CD a° as m00 _0 m w o .
m3mm amen "5 co3°-33 E (a~ ~N0 m 0 CD
' m0 = ' 8- cNi w w - Z ° ° (D O O ? <
cl) cr w CD (D CD co _0 CD -0
=r CD 0 w
CD < m
CD 0 m~ w 5 Q m w a w ° C µ 0 W 0 CD n 0(a w ~ µ w
(n (y ca 0 m i m O CD ~ n
N ai = (D m X CD m 0 m (/1 wc w ° m 3 0
oa o o 2.0 nu°i c m -l< < XQ3, CR, M.
w- 0 F m O 0~ m (D O (a Q 0 m w
=3 .0
o m m Q -a (a 0 D o x c cwi o Q
m =3 w -0 m Qw o w m Q (n m o m 0 0
C - Q w O (n w (D - 0 O 0
w w p 0 > c 3 (D (p N (D w (n m w o c co '
n o w x O n_ 3 y a p<
Q) CL w ° ° w 5.3 ~m m
3 0'-0 ° v, m~ N
CD c o 0 -0
w ° w W Q° W Ln 0 a 3 3 x 0 0 0 0)
3 m 0 0 (a o m o Qo w
CL w X -0 0 - PI ID CD l<
CD 5; U) (D
CD 2. - o a•'0 (D 0 n< O N 0 m m
y CO
7 N N w m_+ cn w (D O m cn
Q c C (D
w 7 3' 0-a Er ~ > µ O
y Q cn m O to O 0 w (p 3 cn
cQ ° S 0 g (n µ w 3 0 c Q N CD -
°a w y 0 a cn Q 3 U, tS w o m (D a CL 0 CD
-0 - CL CD 11) co
a O<< y O O O< Q co
(D• 5 O to a (CD '0 3 S w
In a 3 (D -a Q
n (D (D a O (D 0' w
(D (D
O = O _
N ~-0
-a _0 o< m 7 c O co CD
(D m (n (n O
=3 Cf)
m 3 w O= Q
Q fO
=r 2: (D 0 0 CD 5~
6 -a m w m (D
w w 3 a~ ccnn 3 µ
CL Qm 0Q3 a
0 0-0 m 300 0
cm c - 3 00 0 a• 0
w
c m m m °
CD :3
(D 0 ? ~ 3 0
N m m °
w o Q
a a m
c
< o c
m' vii
cn -
o. c a 3 o a m 0 G) w a.
o a0 X x z m 3 3 w 3 3 O- m a0~0 m~a a m 0 m 00 W
CD m
µ
co w m N m o o m•0 m w~~ a m a-a' CD 0 - ' < < 0 m
3~o svmmmo3m3o <~wm-awo o oa`ni5.
cn w-0 9.0 o o m m 3 m m o a-0 M m o o ° -a N w
CD a-0 µ m µ 7 3 0 ° a w w
a o m- o w a 0 m 0- v' a o-0 c 0
O (Q p' a- 0 m c N W N< 3 M. C n m
c o: w o 3 <0-m ' µX,m a= ate. ? 0 -0 (n O (n o `G - O O C (D w O
3 p -O 0 N N• (wn 3 0 ° 0- w cn CD 0 3 0 m a 0
< O O O Q w 3- N O O m 0 m ' °j
0-
w (o m µaw c w 3~ m am Q am o °
mw ~w ~,0Q~ y~ cQ µ
3 (n = X-0 3 V) 0 c w o o
m' m Q o S
w c . S' o 3 m o a 3 w (Q
mown 3
IV ~w 2) 3 m- CL (a
m• ° 0 Q
CL 0 (n CD a m (n D w m 7 Cl) mm 0 o n r:
N aw O S .Co O w C 7 m 7 a CL CD
w w < -0 0 U) CD (n w _rt
cy, CD
IV 3 y 0 c c m p0 a N 20 (n C °a y
O -0 Qwg o mQ 3 w
0 (n CD Q-
O C CL w cn -0 0 cn CD m
0
VJ (D< 0o ~3 ° aro3~0 0° °
c O 0 w 3 =r -0
°O(o m ~ o = CD -a 3 ° m m
(D 5' CD CD CD -
CL a
m w CD °a m a (n µ ° 5' Q
o
0m 3 ~ ~<=•0 0 ..0 ° m
w
o
m m Qo(c 0 m 0 0 m
w -0 m 0 a
(D ° 0 w 0 0 3 3 a a
(n °m n m c5.5 a (o' 3
F O Q to cn cn w S m
m 0
- cn
m 0 o m
m o 0 3 0 c~D D C 0 W w CD
-30 -36 3 m u- cn m o a- Cc m Gw' <0 3 0
mm 03wa -a00 ~i0
CD -
0 m m m ' o w a m ~ c
a w O a m o o= o;3 m
co c w 0 µ Q CA 3 Zn- -
CD 3 CD
3 _m (n-0 m' mw 0 <0 g
3 room =a m00°-'
°a " mQCD ~N 3cn 0 E; 2.
Q
m m~ 0~vw, m ~'a, ' (D
Z c m= Q(D 3Q w m
o' v w m 0 0 0 <
N O N Q N O n O a co m N
w 7 p• w 0 c c y c O
co (Q (n 7 U a
w o 0 a w a w Qw -a 3
cn a C, (D
:3 CD am ~ m a w
77 n w cn 0
c' w 3
0
w•• ■r rr r r r rr r~ r~ r r o v v r r
Achieving the Vision
2005-2006 Strategic Report
Quarter 1
CITY OF SOUTH LAKE, TEXAS
K `-yw,.y~~~'...w".~..~K~.s~'eM!t✓r~ a
rte.:;
4
Office of the City Manager
February 10, 2006
Integrity Innovation Accountability Commitment to Excellence 1 Teamwork
TABLE of CONTENTS
3 Strategic Management Terminology
4 City Strategy
5 Focus Areas
6 Strategic Management Process
7 Improved Mobility
10 Systematically Invest in Capital
Infrastructure
12 Foster High Performance
Management & Service Delivery
15 Quality Development
19 Leverage Community Partnerships &
Volunteerism
Integrity Innovation Accountability ♦ Commitment to Excellence ♦ Teamwork
. * « . Page 3
Vision. Defines what the organization wants to be or achieve.
Mission Statement. Describes the organization's purpose by defining
the `..`business" of the organization.
Organizational Values. Fundamental principals that guide how mem-
bers of the organization conduct themselves in pursuit of the mission
and vision.
Strategic Focus Areas. Sets the direction for the organization to lead
the city to the future position of great success.
Strategic Corporate Objectives. Describes in noun/verb form the ac-
tivities that are required to implement the plans set forth as strategic fo-
cus areas.
Work Plans. These initiatives govern the day-to-day work of the de-
partments as a blueprint for business action and individual employee ac-
tivity.
Key Accountability Indicators and Targets. These indicators provide
the mechanism for tracking the quantity and quality of work performed
in each of the strategic areas against a pre-determined goal. May be
used to determine departmental or work unit efficiency and effective-
ness, and may be applied to individuals and reviewed as a part of the an-
nual performance appraisal process.
Page 4
CITY STRATEGY
SOUTHLAKE VISION
Southlake is a vibrant, attractive, safe, healthy and fiscally sound community
that epitomizes both economic and environmental sustainability. We offer
quality neighborhoods and a high standard of living, with abundant opportuni-
ties for learning, shopping, working, recreation and enjoyment of open spaces.
MISSION STATEMENT
The City of Southlake's mission is to provide municipal services that support
the highest quality of life for our residents and businesses. We do this by deliv-
ering outstanding value and unrivaled quality in:
• Securing the safety of our citizens' life and property
• Maintenance of our public infrastructure
• Providing attractive spaces for active and passive pursuits
• Ensuring a dynamic and diverse economic environment
• Promoting regional mobility and ease of access
• Serving as responsible stewards of the taxpayers' money and other re-
sources.
SOUTHLAKE VALUES
INTEGRITY - Being worthy of the public's trust in all things. We deal
honestly and respectfully with each other and the public at all times.
INNOVATION - Valuing progressive thinking, creativity, flexibility and
adaptability in service delivery.
ACCOUNTABILITY - Taking personal responsibility for our actions or
inaction while putting the interests of the taxpayer first.
COMMITMENT to EXCELLENCE - Behaving responsively in our de-
livery of service to the public. Our work is characterized by its quality
and by the diligence with which it is carried out. We proactively seek to
solve problems in advance.
TEAMWORK - Recognizing the importance of working together to meet
our citizen's needs, communicating clearly, sharing resources and infor-
mation freely.
Page 5
son
Improved Mobility
00111111160,54 Lim - -
aM Systematically Invest in
Capital Infrastructure
Quality Development ti
t
Foster High Performance
Management & Service.
`Delivery
Leverage Community
Partnerships & .
Page 6
Q $
E
cc 40 ~w
E
Er *r Q
i
ass ~
•
LIL-
_ I13 ~
• (n CL
U_ 61 O
Q'O > to t.
~ C ❑ f/f N ~ i
u _ Q7
_ C to
cu CL C
S (O/1 U
.m 4l i cu C Cu M C C V
O C C C
wI U N O a- S V .u U m 0 0 I
ii x ❑ • Q ~7 0? C)
W m E cu
D N C ❑ Y- V N .O I
~5 CL)
O) Y • Cn Cn • Z 0 I
3 o ~S
L P C !2 N~ O0
L cc a)
C
ono W7 s
ZI- (O -0 U O m m u cm
(1) D < .6 CU t !
O O
m ] r
C N
O i
t' ; y r
U _N
C N
Ql Q t>J
•
❑ (D .S
• • LL a
70
cc ,
O
U Ifi
C C U S
01
cu =0
61 m N.
70
`t N 7
t♦ '-20 Bm Cl
V 0) M m E is
VV (lid
U m
CL)
ca 0)70 U cm tD
N
no M (13
~ C ~ ~ Cn ~ C
A CL
3 p tt1' CU 7 V .
(n c a+ 0] M Y m s • i.
• cu 2 o Cs
(gyp O L LQS tJf X
• • C1.Q m 0 •
i~ 0
U L
' Page 7 Achieving the Vision - Improved Mobility
■
Improved Mobility
Corporate Objectives:
❑ Improve Connectivity
Initiatives/Work Plans (Immediate FY06)
f.
Review the city's sidewalk and trail plan along with the
implementing ordinances
Accountable Department: Planning
Target Date: FY07, Ql
Status: Work on this project has not begun.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Aggressively implement the recommendations of the Master
Pathway Plan
,.P*• ❑ Actively Participate in Regional Transit Activity
Initiatives/Work Plans (Immediate FY06)
%Noe ➢ Study transit/rail access issues and begin planning for Southlake's
participation
➢ Participate in the Regional Transit Initiative
Accountable Department: Planning
Target Date: FY06, Q2
Status: Planning staff has submitted a grant request for Phase II of the study
through the RTC-Partnership - 3 Sustainable Development Call for Projects;
city is participating in regional transit initiatives with state, regional, and
county officials, first meeting on 2/10.
Engage in the regional transit station location decision making
process
➢ Initiate discussions with the City of Grapevine regarding
cooperative advocacy in regional transit matters
Accountable Department: Planning
Target Date: FY06, Q2
Status: Spoke with Jerry Hodge and he indicated that the city of Grapevine
has had discussions about joining the transit authority but that it was cost
prohibitive at this time. Have requested the City of Grapevine support Phase
II of the Transit Study.
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Improved Mobility Page 8
❑ Ensure Safety and Increase Access on State Highway System within
Community
Initiatives/Work Plans (Immediate FY06)
➢ Engage in discussions with the state regarding funding priorities
for improvements on FM 1938 and SH1709
Pursue state and county funding for FM 1938, White Chapel and
Pearson improvements through the RTC Process "
Accountable Department: Planning/Public Works
Target Date: FY06,'Q4
Status: Planning & PW submitted transportation projects for funding to both
the Tarrant County Bond Program and the RTC Partnership-3 Program.
The projects submitted include FM 1938, White Chapel, Pearson and the
Texas Turn-around' at the Carroll bridge.
1
Complete SH 1709/Carroll intersection improvements
R
Accountable Department: Public Works
Target Date: FY06, Q4
Status Construction plans are 100% complete. Construction is being done
with the Shops of Southlake development. Developers Agreements which
includes this construction was approved by Council on Feb. 7, 2006.
Re-striping and widening of SH 1709
Accountable Department: Public Works
Target Dated FY06, Q4
Status: TXDOT will receive bids in March with construction anticipated to
begin in late spring/early summer. Construction should take six months.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Complete Kimball/SH 114 improvements
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Page 9 Achieving the Vision - Improved Mobility
Complete The Soutl~lake Transit S1u~lybyFY06, Q-2 are-d 100°~0 15%
pursue funding for Phase Il of the Transit Study.
- -
Complete city's sidewLilk plan b% FY07, C) t. 1000 ,0,
FM 1709 Carroll intersection impro\ emL.nt construction 100°% - -
completed 1w FY06, Q4.
z-
Corporate Objectives
❑ Ensure Adequate Funding for High Priority Infrastructure Projects,
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Systematically Invest in Capital Infrastructure Page 10
Systematically Invest in Capital Infrastructure
Consistent with Actual Development Activity and Availability of
Developer Participation
Initiatives/Work Plans (Immediate FY06)
Complete the review process and implement the formation of a
storm drainage utility
Implement the comprehensive 5 year Capital Investment Plan,
that is tied to the Comprehensive Plan and reevaluate capital
needs on a regular basis for all infrastructure categories such as
streets, drainage, utilities, facilities and technology
Accountable Department: Public Works
Target Date: FY06, Q3
Status: Consultant working on updating data; This is planned for June/July,
2006.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Gradually expand the allocation of funding to infrastructure
maintenance
Accountable Department: Planning
Target Date: FY07,' Q 1
Status: Work on this project has not begun.
Include a regular capital improvements workshop as a part of the
annual budget process
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
3
Page 11 Achieving the Vision - Systematically Invest in Capital Infrastructure
miles
110creas u 100° o of 25 lane 95%
e city funding for infrastruciure projects 25% 0%
Integrity Innovation Accountability Commitment to Excellence ♦ Teamwork
Achieving the Vision - Foster High Performance Page 12
Management & Service Delivery
Foster Performance
Service Delivery
Corporate Objectives:
❑ Conservatively Manage Resources
Initiatives/Work Plans (Immediate FY06) T
➢ Develop fund balance strategy to ensure proper reserves and
potentially provide funding for one-time, high impact projects =
➢ Implement a "target budgeting" process including a multi-year -
forecast component
> Provide City Council with a thorough budget briefing and
"tutorial" on the budget process
Accountable Department: City Manager's Office, Finance
Target Date: FY06, Q1
Status: Strategic Initiative Fund formed with the FY06 budget; Target budg-
eting process implemented with the FY06 budget.
> Implement reforms to the procurement process
➢ Re-vamp the city's vehicle replacement and assignment policy ..,r
Complete Community Services management study
Accountable Department: Finance, City Manager's Office
Target Date: FY07, Q l
Status: Implemented process during FY 2005-06 budget process however
we continue to improve budget process; City Council will be provided with a
budget tutorial similar to the one presented during the 2005-06 budget proc-
ess, recommendations have been made by the Vehicle Fund Committee on
vehicle assignments and replacement schedules.
Review, adopt and implement appropriate recommendations
resulting from current management studies
> Conduct and implement a comprehensive technology assessment
> Complete a training needs assessment
> Conduct an employee compensation and classification study
Accountable Department: City Manager's Office, Community Services,
Human Resources, Public Safety, Public Works, Technical Services
Target Date: Ongoing
Status: Public Safety and Public Works are currently implementing various
recommendations from their studies; Community Services has just begun'
their study and Technical Services is about to begin their review; City Coun-
cil approved the Professional Services Agreement for the comp. & class.
study on 1/ 17/06.
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
F
t
Page 13 Achieving the Vision - Foster High Performance
Management & Service Delivery
❑ Implement Strategic Management System
Initiatives/Work Plans (Immediate FY06)
➢ Develop management processes and practices that will effectively
link departmental business plans to the City Council's strategic
focus areas
Review current performance measures and create an
accountability indicator system
➢ Implement a strategic management budgeting cycle and system
➢ Develop and implement a communications plan regarding
strategic management
Accountable Department: City Manager's Office
Target Date: FY06, Q4
Status: Initial accountability indicators have been created; manual is 90%
complete; Training for directors being developed.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Maintain and evaluate the strategic management cycle and
budgeting system, making adjustments as needed
Implement the recommendations of the information technology
• assessment as appropriate
Implement the recommendations of the compensation and
classification study as appropriate
Develop and implement a new employee performance review
system
❑ Adhere to Adopted Statement of Financial Principles
Initiatives/Work Plans (Mid-Tern12-5 Years)
Ensure funding for long-term capital needs
i~ Maintain fund balances at the percentage levels outlined in City
policy
➢ Move the Water and Sewer Utility Fund to a full enterprise
funding model
➢ Maintain or increase City's "AA" bond rating
Integrity Innovation Accountability Commitment to Excellence Teamwork
Achieving the Vision - Foster Nigh Performance Page 14
Management & Service Delivery
Number of documents digitized in conformance with reten- 2,700-3,500 30%
tion schedule
Complete requests for information within 10 business days 85% - -
Obtain less than 10% voluntary turnover <10% - -
Train first-line supervisors and mid-level managers 50% 65%
Fill vacant positions within 75 days of position opening 85% - -
Maintain fund balances at levels consistent with financial 25% ofOper 25.73%
policies ating Revenue
Maintain or increase bond rating AA AA
Integrity Innovation Accountability Commitment to Excellence Teamwork
Page 15 Achieving the Vision - Quality Development
F
Quality Development
Corporate Objectives:
❑ Develop a Usable Definition of "Quality Development"
Initiatives/Work Plans (Immediate FY06)
A Develop a corridor plan with clear, defensible design standards
y Complete the Urban Design Study
➢ Implement market responsive zoning
Accountable Department: Planning
Target Date: FY06, Q4
Status: The RFP for the Urban Design Study is complete; 4 new zoning
categories were approved in FY06, Q1.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Begin a process of conducting fiscal impact analyses of
development proposals
➢ Develop a recognition program for quality developments
j } lV
❑ Strategically Enhance Economic Development Efforts
=Initiatives/Work Plans (Immediate FY06)
Develop a formal economic development policy with priorities,
consistent with the land use plan, taking market conditions into
account
Provide incentive packages (taxes, zoning) for development
proposals deemed to be of high quality
Accountable Department: Economic Development
Target Date: FY06, Q4
Status: These initiatives are ongoing.
Initiatives/Work Plans (Mid-Term 2-5 Years)
➢ Form a Southlake Economic Development Corporation
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Quality Development Page 16
❑ Adhere to Established Standards
Initiatives/Work Plans (Immediate FY06)
➢ Work to identify and implement opportunities for
interdepartmental standards enforcement efforts
➢ Identify staff training needs to improve standards enforcement
consistency and cooperation
➢ Seek to increase voluntary compliance through improved
communication and community awareness of Southlake standards
Accountable Department: Planning, DPS
Target Date:
Status: Code Compliance will need to set up a new data base program if the
city desires to use GIS to map compliant locations. The IT manage-
ment study will be looking at this issue as well as others associated with the
New World System. DPS and planning currently meet on a regular basis to
discuss code related issues and ways to improve communication.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Identify opportunities to enhance standards enforcement through
the application of modern technologies such as 311, complaint
tracking, GIS, etc.
i> Evaluate ordinances and standards for potential changes to
eliminate or substantially reduce the number of variance requests
Where possible, consolidate ordinances to streamline enforcement
efforts and, if necessary, eliminate redundancies or conflicting
provisions
➢ Identify and track ordinance violations and other standard
violations to identify consistent problem issues. (Use GIS as a
tracking and analytical tool)
❑ Emphasize Parks & Open Space
Initiatives/Work Plans (Immediate FY06)
Y Improve the aesthetics of existing park spaces
➢ Implement the CIP and the 2025 plan recommendations
7 Identify and acquire strategic park sites
r
➢ Improve aesthetic appearance of medians and rights-of-
way
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence Teamwork
3
k
Page 17 Achieving the Vision - Quality Development
i~ Establish a periodic grading and assessment system for public
open space maintenance and appearance
Accountable Department: Community Services
Target Date: FY07, Q2
Status: Preparation of bid specifications for median and right-of-way land-
scape maintenance complete and out for bid. Enhanced specifications in-
tended to result in improved landscape maintenance. South Carroll medians
landscape enhancements underway with completion in 01/06; Draft land-
scape design completed for Bicentennial Park 1709 frontage; Analysis is be-
ing undertaken to identify park land for acquisition.
Initiatives/Work Plans (Mid-Term 2-5 Years)
Improve the quality of park maintenance
➢ Implement the recommendations of the future Community
Services management study as appropriate
Implement a formalized park management system
Improve fiscal analysis of land acquisition for park development
and service cost impacts
Explore opportunities to lease additional Corps of Engineers
property
Explore additional opportunities for public/private cooperation
and joint usage facilities
Integrity Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Quality Development Page 18
Rewrite city's sign ordinance by Q3FY06 100% 30%
Rewrite city's Tree Preservation Ordinance by Q2. 1100% 75%
Complete the Urban Design Study by Q4 FYOb ; 100% 5%
Increase overall customer satisfaction with recreation 5%
programs
r
Reduce saline content of soil at Bicentennial Park 125%
- -
Increase the commercial appraised slue tax base j 5% - -
Integrity ♦ Innovation Accountability ♦ Commitment to Excellence ♦ Teamwork
Page 19 Achieving the Vision - Leverage Community
Partnerships & Volunteerism
Community Leveraee Partnerships & Volunteerism
Corporate Objectives:
❑ Revitalize the Volunteer Program Through the Community Services
Coordinator
Initiatives/Work Plans (Immediate FY06)
y Define and identify opportunities for partnerships and volunteer
involvement
Describe the knowledge, skills and abilities that each volunteer
unity will require
s: opport
Establish a centralized point of contact and coordination for city
partnership and volunteer activities
Accountable Department: Community Services
Target Date: FY06, Q4
Status: Crystal Duran was hired on 1/4/06 as the Community Services Coor-
dinator; Currently the volunteer manual is being updated; The Community
Services Coordinator will re-establish quarterly meetings with non-profit
groups.
❑ Actively Promote Volunteerism Through the Development of a
Specific Comprehensive Plan Addressing Recruitment, Utilization
and Recognition
Initiatives/Work Plans (Immediate FY06)
➢ Identify long term operational partners
Identify specific partnership opportunities with surrounding
agencies, faith-based organizations, homeowners' associations
and business associations
Identify any necessary supplemental funding opportunities
Accountable Department: Community Services
Target Date: FY06, Q4
Status: Investigating grant opportunities; will be working with non-profit
groups during quarterly meeting and then set marketing plan in motion once
complete.
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Leverage Community Page 20
Partnerships & Volunteerism
Initiatives/Work Plans (Mid-Term 2-5 Years)
➢ Develop recognition programs for partners and volunteers
Identify and document value received from volunteer and
partnership programs
4 ~
i u
• j 'r,
Integrity Innovation Accountability ♦ Commitment to Excellence ♦ Teamwork
Achieving the Vision - Leverage Community
Page 21 Partnerships & Volunteerism
Increase volunteer hours from FY06 100%0 - -
10
F~ r
z ~
Integrity Innovation Accountability ♦ Commitment to Excellence Teamwork