HomeMy WebLinkAboutAgenda CC 09.20.2012 SpecialNotice of Meeting of the
Governing Body of the
City of Georgetown, Texas
SEPTEMBER 20, 2012
The Georgetown City Council will meet on SEPTEMBER 20, 2012 at 1:30 P.M. at the Friends of the Library
Room, Georgetown Public Library, 402 W. 8th Street, Georgetown, Texas
If you need accommodations for a disability, please notify the city in advance.
Regular Session
(This Regular Session may, at any time, be recessed to convene an Executive Session for any purpose
authorized by the Open Meetings Act, Texas Government Code 551.)
A Call to Order
- A SPECIAL MEETING OF THE CITY COUNCIL
B Work Session to discuss the Council vision and priorities for the City of Georgetown -- Paul E.
Brandenburg, City Manager; Micki Rundell, Chief Financial Officer and Susan Morgan, Finance
Director
Adjournment
Certificate of Posting
I, Jessica Brettle, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice of
Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general public at all
times, on the _____ day of _________________, 2012, at __________, and remained so posted for at least
72 continuous hours preceding the scheduled time of said meeting.
__________________________________
Jessica Brettle, City Secretary
City of Georgetown, Texas
September 20, 2012
SUBJECT:
Call to Order
- A SPECIAL MEETING OF THE CITY COUNCIL
ITEM SUMMARY:
FINANCIAL IMPACT:
SUBMITTED BY:
Jessica Brettle, City Secretary
Cover Memo
Item # A
City of Georgetown, Texas
September 20, 2012
SUBJECT:
Work Session to discuss the Council vision and priorities for the City of Georgetown -- Paul E. Brandenburg,
City Manager; Micki Rundell, Chief Financial Officer and Susan Morgan, Finance Director
ITEM SUMMARY:
During July 2012, the City Council reviewed the first proposed 5-Year Business Plan. One of the needs that
came out of that workshop was a Council work session to further define the Council’s vision and
priorities. This work session will be facilitated by Joe Gonzalez, The Management Connection, with the
goals of the meetings to include:
• Further define the “City of Excellence” goals, vision and priorities;
• Identify policy direction needs; and
• Outline priorities to be addressed in the upcoming citizen survey.
This Council session will not be a one-time meeting, but will be a critical step to building a long-term
Council vision and direction setting process that guides staff in the implementation of the City’s 5-year
business planning framework and accomplishes the City of Excellence vision.
A summary of the discussions and results will be reviewed at an upcoming regular Council meeting and
presented for adoption as needed.
FINANCIAL IMPACT:
None.
SUBMITTED BY:
ATTACHMENTS:
Visioning Workshop Outline
Background Summary on Business Planning Process & Work Session
Cover Memo
Item # B
Georgetown City Council Visioning Workshop
September 20 & 21, 2012
Time: Thursday, September 20, 1:30 p.m. to 7:30 p.m., (includes dinner)
Friday, September 21, 8:00 a.m. to 12:00 p.m.
Location: Friends of the Library Room
Georgetown Public Library
The Facilitator
The Management Connection (TMC) is a team of highly skilled professional facilitators that have 20
years’ experience in serving cities and other organizations in Texas in goal setting, visioning and
organizational development. Joe Gonzalez, President of TMC, and Teresa Gonzalez will be leading this
Council session and the follow up to implement Council’s expectations over the coming months. TMC
works with a variety of city organizations and city councils including long-term clients such as City of
Hurst, City of Pearland and City of Cedar Park. TMC customizes their approach and process to meet
each client’s needs and directions. TMC’s depth of experience, familiarity with Central Texas and ability
to customize their services to meet Georgetown’s needs and situation made the firm the best match to
Georgetown’s requirements.
Agenda and Process
Joe Gonzalez will meet one-on-one with the Mayor and each council member before the September 20
& 21 work sessions. Joe has met with Paul Brandenburg and will have met with each of the City’s
leadership team members. Mr. Gonzalez and his team will use this information gathered from these
sessions to further refine the expectations and agenda for the workshop.
Based on input from the Mayor and Council during the summer business planning and budget
workshops, the general agenda for the sessions will be:
· Further define the “City of Excellence” goals, vision and priorities;
· Identify policy direction needs; and
· Outline priorities to be addressed in the upcoming citizen survey.
TMC will assist the Mayor and Council set more specific outcomes as part of the one-on-one sessions
and initial part of the workshop.
This Council session will not be a one-time meeting, but will be a critical step to building a long-term
Council vision and direction setting process that guides staff in the implementation of the City’s 5-year
business planning framework and accomplishes the City of Excellence vision.
Attachment number 1 \nPage 1 of 1
Item # B
Background – Council Planning Workshop
The City of Georgetown has embarked on a 5 year business planning process in an effort to be the City
of Excellence. This process has been shaped by the Georgetown Comprehensive Plan, called the
Georgetown 2030 plan, citizen surveys, master planning documents and the February 2012 City
Manager goals from Council.
The goal of the business planning process is to combine the components of strategic planning with long
range financial planning to (1) stimulate discussions and long-term perspective for Council; (2) provide a
tool to identify and mitigate financial challenges; (3) stimulate long-term, strategic thinking; (4) identify
needed policy direction and build consensus on that direction; (5) serve as a tool to communicate with
internal and external stakeholders.
The staff direction has been to create a framework and process to provide a sustainable, but
manageable business planning process. This framework is expected to be a tool unique to the City’s
needs with the process and documentation kept at a summarized “dashboard” level. Individual
departments and divisions may undertake more detailed strategic and tactical planning as their needs
require.
Business Planning Framework
The City has defined its business planning as “the process of aligning financial capacity with long-term
service objectives.” The overall service objective is the City of Excellence. The overall process is outlined
below.
The framework is to be implemented in phases, with the first steps taken in preparation for the 2012/13
annual budget preparation process. The first phase started with the City Manager’s Work Plan,
presented in February 2012, which focused staff’s budgeting efforts. The framework was developed
• 2030 Vision
• Citizen Input
• Master Plans
Goals
• Council Priorities
• City Manager
Work Plan
Business Plan
• 5 Year Plan
• CIP
• Staff objectives
• Measurement
Annual Budget
Attachment number 2 \nPage 1 of 5
Item # B
into a one page “dashboard,” shown on the next page. This dashboard outlines the City’s direction and
guiding framework. Five year service objectives and resources required to meet those objectives were
developed and incorporated into a financial planning model that is the foundation for the City’s Business
Plan. The 5 year Business Plan has been used as a tool to further the strategic and policy direction from
Council to achieve the future City of Excellence. The proposed 2012/13 Annual Budget is Year One of
that strategic direction.
During the upcoming 2012/13 year, the next phases of the business planning process will be developed,
including:
· Fall 2012 Council visioning and strategy workshop to refine the Business Plan.
· Citizen survey to affirm the City of Excellence vision.
· Spring 2013 Council direction setting session to provide staff direction for further implementing
the Business Plan.
· Update and further define the 5 year service objectives, resource needs and the tools and
options to meeting the financial capacity requirements to achieve those objectives.
Facilitators’ Role
The facilitator will not only conduct a Council planning workshop in late September, but also advise staff
on preparing for the session and refining the process to bring Council back together for a winter/spring
Council workshop to further the process. The initial goals of the September workshop are:
1. Further define the City of Excellence goals, vision and priorities;
2. Identify policy direction needs, including items that need to be discussed in regular Council
workshop sessions; and
3. Outline citizen survey priorities
Staff will discuss and seek recommendations on the timing, level of effort and recommended approach
with the facilitator.
The “dashboard” and calendar for the upcoming year follow.
Attachment number 2 \nPage 2 of 5
Item # B
/
QUALITY OF LIFE
·Provide innovative, responsive public safety services throughout Georgetown.
·Continue implementation of Parks, Recreation and Trails Master Plan and expanding
recreation opportunities throughout Georgetown.
VISION
In 2030, Georgetown is a growing city, recognized
throughout the region and the nation as a
premier community of choice by virtue of its
exceptional livability: proud historic heritage;
welcoming engaging people; safe neighborhoods;
variety of well-paying jobs; excellent public
schools; vibrant arts and cultural offerings; and
well-planned infrastructure, transportation, and
public facilities.
FRAMEWORK AND DECISION DOCUMENTS
City of Georgetown 2030 Comprehensive Plan
Citizen Participation & Feedback
·Transportation Master Plan
·Utility Master Plans
·Downtown Master Plan
·Facility Master Plan
·Parks, Recreation and Trails Master Plan
·Fiscal & Budgetary Policies
CITY MANAGER WORK PLAN 2012 - 2013
OPPORTUNITES & CHALLENGES
·Slow economic recovery ● Historic character ● Future water supply planning
·Maintain low tax rate ● New wholesale electric providers ● Maintain residential property mix
·November 2014 – Streets Sales Tax sunsets ● Targeted economic development ● Annexation Strategy
QUALITY OF LIFE
·Staff and operations for Fire Station No. 5
·Reconstruct Fire Station No. 2
·Design Public Safety Operations and Training Facility
·Hike & Bike Trail expansion
·Rebuild Playscape
·Purchase West Side Park property
·Parks rehab and improvements
EFFECTIVE GOVERNANCE
·Council planning sessions
·Citizen survey
·Refine financial modeling tools
·Define business strategies
·Phase I – “Gonzalez” Compensation Plan
·City Facility Plan (including former Library)
QUALITY GROWTH/SUSTAINABLE DEVELOPMENT
·Restructured Planning organization & processes
·Targeted economic development
·Arts & Culture Center
·Expand & improve downtown sidewalks and lighting
·Update downtown master plan
·CTSUD merger
·LCRA contract conclusion
·Utility Capital Improvements Plan
·Asset Management System
BALANCED TRANSPORTATION/ EFFICIENT MOBILITY
·FM 1460 right of way
·Transit planning
·Airport revitalization
·Street and Roadway Capital Improvements Plan
CITY OF EXCELLENCECITY OF EXCELLENCECITY OF EXCELLENCECITY OF EXCELLENCE
2012 - 2017
EFFECTIVE GOVERNANCE
·Continue to develop and implement business plans to meet current and long term financial
and program goals.
·Develop a greater relationship and communication with the building / development
community.
·Update and implement the overall Facility Plan for the City.
·Effectively maintain all of the city’s facilities and infrastructure including its parks, streets
and utilities.
BALANCED TRANSPORTATION/EFFICIENT MOBILITY
·Continue proactive transportation planning and mobility with transit programs and design,
engineering, funding, and construction of new thoroughfares that enhance connectivity and
traffic flow and safety.
QUALITY GROWTH/SUSTAINABLE DEVELOPMENT
·Create innovative programs and initiatives to stimulate residential and commercial
development throughout the community.
·Work with the City Council on long-term water strategies and policies to ensure protection
of this finite resource.
·Pursue electrical contract negotiations and future energy options that enhance the
Georgetown’s competitive advantage.
·Implement and update the Downtown Master Plan.
Attachment number 2 \nPage 3 of 5
Item # B
City of Georgetown
Business Plan Calendar for 2012/13
Next Steps to the City of Excellencececece
as of September 10, 2012
AUGUST/SEPTEMBER
Finalize Year 1 of City of Excellencececece Business Plan – 2012/13 Budget Adoption
· August 28 – 1st Public Hearing Tax Rate
· September 6 – Special Meeting – 2nd Public Hearing Tax Rate
· September 11 – Public Hearing Budget 12/13 & 1st Reading Budget Ordinances
· September 25 – 2nd Reading Budget Ordinances, GTEC and GEDCO Budgets
Prepare for Year 2 - City of Excellencececece Business Plan Framework
· Mid-August – Outside facilitator for Council Visioning session selected
· Early September – Prepare for Visioning session
– Release RFP for Citizen Survey contract
· Late September – Council Visioning/Planning work session
> Further define COE goals, vision and priorities
> Identify policy direction needs
> Outline survey priorities
– Date set - Sept 20/21 (Thurs/Fri)
OCTOBER/NOVEMBER
· Develop citizen survey questions in coordination with Council & Staff
· Update City Facility Master Plan
DECEMBER/JANUARY
· Conduct Citizen Quality of Life Survey
· Staff – Begin 5-Year Capital Improvement Plan Updates
o Utilities, Transportation, Downtown, Parks, City Facilities
FEBRUARY/MARCH
· Staff – Update 5-Year Business Plan models with preliminary CIP, programs & goals
· Council – Business Plan work session:
Review survey results
Attachment number 2 \nPage 4 of 5
Item # B
Update 5 year goals
Develop City Manager work plan for 2013/14 (budget priorities for 2013/14)
APRIL
· Staff – Finalize 5 Year CIP – all areas
· Staff – Develop 5 Year business plan updates
· Staff – Begin 2013/14 budget preparation
MAY
· Council Elections
· Staff to finalize Business Plans and, Budgets
· City Manager “REDLINE” budget review
· Mid-year Review of 2012/13 to COUNCIL
· 5 Year CIP to Committees
JUNE
· 5 Year CIP presented to Council
· Updated 5 Year Business Plan to GGAF and Council
JULY
· 2013/14 Budget Presented to Council
Attachment number 2 \nPage 5 of 5
Item # B
Georgetown
City of Excellence
flow to Earn This Desi nation
A. Provide a Safe City environment with a highly trained Police and
Fire Department
B. Have a completely open form of city government which is effective
and courteous to all residents
C. Encourage all elected officials to:
• Be completely honest in all of their activities
• Be committed to great civility
• When voting focus on what is best for the city
D. Provide a high quality City Parks System which is kept clean and
well supervised
E. Provide well trained and high quality City personnel at all levels
F. Encourage and support a very high quality School System
G. Enforce City Ordinances which help keep the City clean and neat
H. Maintain Old Town and the values which make this truly a great
aspect of our City
I. Support the Arts
J. Support The Palace Theater
K. Encourage economic development which is in harmony with the
values of the City
L. Support community efforts which address the needs of those who
are in need, i.e.
• The Caring Place
• The Lone Star Circle of Care
• The Boys and Girls Club
1
• Affordable housing
• Meals on Wheels
• Etc.
M. Recognize Georgetown has a large percentage of Senior Citizens.
The City needs to provide assistance where appropriate and
possible
N. Develop even closer ties with Southwestern University
O. Address current and future transportation needs
• Adequate roads and streets to meet the needs
• Local transportation needs, i.e. City Buses
• Plan for the development of an inter -city rail system
P. Maintain quality City Utilities
• Keep costs for the users as low as possible
• Utilizing long range planning seek long term contracts for
water and electricity
Q. Provide the leadership for the conservation and recycling of:
• Water
• Electricity
• Waste disposal
• Streaming for re -cycling
R. Provide for the maintenance of heritage trees along with the
planting of many more varies of shade trees
S. Encourage the planting of trees which use a limited amount of
water
T. Encourage the planting of less grass
U. Stay current as a city with technology which may assists with the
management of the city
V. If possible find ways to include in the City long range planning,
Lake Georgetown and the recreational potential of this facility
2
and area. This would be a great addition which matches the fine
system of hiking trails which are part of the Parks System
Susan: What I am suggesting for your thought is for us to use this topic
"Georgetown City of Excellence" as the focus for our Thursday
afternoon session. Council could add, subtract or eliminate any of the
items suggested as criteria for the designation of "Georgetown City of
Excellence".
For Friday morning we could then focus 100 percent on the four topics
that staff would like to have discussed. I.e. Quality of Life, Balanced
Transportation / Efficient Mobility, Quality Growth / Sustainable
Development and Effective Governance.
While there would be some duplication the rhetoric would be: The
Thursday afternoon is focused on long range planning whereas the
items that staff would like discussed on Friday are for 2013-2014.
999
September 18, 2012
3
CITY OF GEORGETOWN ISSUES
❖ Internal
➢ Develop multi -year budgets and financial planning as part of the annual budget process.
➢ Evaluate and make necessary changes to the Development Services Division in terms of
structure, organization, and processes.
➢ Review the City's Compensation Plan, Performance Review System, and Job Audit Process
and make necessary recommendations and changes.
➢ Develop a Succession Plan for new Managers and Supervisors within the organization.
➢ Review and update the overall Facility Plan for the City, including a Civic Complex.
➢ Review and Update Personnel Policy and Procedures.
➢ Implement a Compensation Plan that addresses competitive recruitment and retention of
employees.
❖ External
➢ Create innovative programs and initiatives to stimulate residential and commercial
development throughout the community.
➢ Develop a greater relationship and communication with the building/development
community.
➢ Continue to plan and implement elements of the Downtown Masterplan.
➢ Oversee the implementation of the overall plan for Public Safety Facilities; i.e. Fire Station
#5, Fire Station #2, and the Public Safety Operations and Training Complex.
➢ Continue proactive Transportation Planning with the design, engineering, funding, and
construction for Lakeway Boulevard, SE 1, Northwest Boulevard Bridge, FM 1460, SW
Bypass, and other priority transportation projects.
➢ Pursue electrical contract negotiations and future energy contracts.
➢ Implementation of an Emergency Warning System and Recommendations.
➢ Design of the Public Safety Operations and Training Complex.
➢ Work with the City Council on long term water strategies and policies to ensure protection
of this finite resource.
GEORGETOWN
STRATEGIC PLANNING
PROCESS
14 SEPTEMBER 2012
The Management Connection, Inc.
4444 Carter Creek, Ste. 110
Bryan, TX 77802
www.profacilitator.com
979-846-4481 (Office)
979-846-4482 (Fax)
Joe M. Gonzalez, Chief Executive Officer
Professional Facilitator
joe@profacilitator.com
PROFESSIONAL FACILITATORS
Table of Contents
Introduction Letter.............................................................. 1
Vision, Mission, and Principles .......................................... 2
Executive Feedback Summary ............................................ 3
WorkflowChart .................................................................. 4
WorkPlan........................................................................... 5
Investment........................................................................... 7
PROFESSIONAL FACILITATORS
September 14, 2012
Paul E. Brandenburg
City Manager
City of Georgetown
113 E. 8th Street
Georgetown, Texas 78626
Dear Paul:
THE MANAGEMENT CONNECTION, INC. (TMC) appreciates the opportunity to
facilitate this important project and to serve the City of Georgetown. As a professional
facilitation firm established in 1992 in Bryan -College Station, TX, we have grown to be one
of the leading providers in Texas.
We are expert designers and facilitators of processes that maximize the ability of
individuals, groups, organizations, and communities to reach their desired results. We do
extreme customization of all our processes and products to honor the unique characteristics
and leadership style of each of our clients. We work diligently to exceed client expectation.
We establish quality, long-term relationships and provide follow-up service to ensure
significant results. Our approach is driven by our Vision, Mission and Principles, provided
for you on the next page.
"THE EYE OF THE HURRICANE" represents our Professional Facilitation Model. The
"eye" is the calm and guide within the chaotic storm. When faced with a constant
bombardment of challenges and competing interest any organization may feel like it is
whirling in a chaotic storm. Focused leadership, at all levels, creates the "eye" within the
organization. TMC's professional facilitation will guide you in strengthening the "eye of the
hurricane" in your organization.
Attached herein is our work plan. We stand ready to answer any questions, and look
forward to serving you.
Committed to your leadership,
5�
Joe M. Gonzalez
Chief Executive Officer/Professional Facilitator
477
PROFESSIONAL FACILITATORS
Vision
Committed to Your Leadership
Mission
Facilitate Significant Results Through
Quality Relationships
Principles
We Believe in Personal Leadership
IVe Believe in Establishing Long Term Relationshps
IYIe Believe in Impacting Our Clients Significantly
Wle Believe in Meeting Our Client Needs
Ike Believe in Providing Follow-up to Ensure Our Clients Achieve Their Results
N
City of Georgetown
Executive Feedback Summary
On September 12, 2012, TMC conducted a One on One Needs
Assessment with the Mayor and Council members for the
purpose of identifying their needs, expectations, and priorities
for the Strategic thinking/planning process. The Strategic
Planning process will be conducted on September 20-21, 2012.
Council Expectations for the Planning Conferences
1. Ensure open discussion on topics presented during the conference.
2. Ensure each council member is given the opportunity to contribute
3. Ensure everyone is on the same page moving forward
4. Ensure that clear direction is provided for the staff
5. Ensure the long term planning is for the benefit of the entire community
Goals for the Strategic
Thinking/Planning Conferences
1. Define the City of Excellence term.
2. Define what the City of Excellence would look
like in 5-10 years.
3. Build on the Business Plan presented by the Staff.
The council members desire to have an in depth
discussion on: Quality of Life, Quality
Growth/Sustainable Development, Balanced
Transportation/Efficient Mobility, and Effective
Governance. These are the items from the business
plan.
4. Establish Strategic Goals, objectives, and priorities
for the defined time frame.
Council
Dynamics
The Council described the
dynamics as being
professional, respectful of
differing opinions, and the
ability to debate issues
without being combative.
The council felt this was
the opportunity to pursue
the strategic planning
process because of its
current make-up. The
council members were very
complimentary of each
other.
3
Workflow Chart
Phase
Strategic Thinking/Planning
Phase II
c�r�fe,,:.• Mum */1"VesLm"% n►taLion
e Ma:C1.clgE:'m.ent (."'0:nmE'C't:ion. In.c.
PROFESSIONAL FACILITATORS
GOAL STATEMENT:
The Management Connection will facilitate a Strategic Thinking/Planning process
for the purpose of developing a 5-10 year road map for the City of Georgetown by
December 30, 2012.
Value of Accomplishing this Goal:
➢ Help guide the Organization for the next 5-10 years
)0, Identifies annual priorities through the budget process
➢ Leadership team will have a roadmap to make future decisions
➢ Document will serve as a communication tool to all stakeholders
Metrics:
➢ Goals will meet the SMART Criteria
o Specific, Measurable, Actionable, Responsible and Time -bound
➢ Objectives will be defined to support each goal
➢ Action Plans will be developed to implement the Road Map
➢ Oral and written feedback will be provided by the participants to ensure
process is effective
➢ Critical Success factors will be defined
Action Steps Target Date Who Completion
P'hnv.a Percentage
1. TMC will conduct a Needs Assessment with each
September
TMC
100%
Council member for the purpose of understanding
12 2012
needs/expectations/priorities.
2. TMC will meet with Top management for the purpose
August 30,
TMC
100%
of understanding their expectations
2012
3. TMC will provide an outline of the results from the
September
TMC
100%
needs assessment
14, 2012
5
,vo.
The MIU111ge h, lit Coll iiectl on Iilc.
PROFESSIONAL FACILITATORS
Action Steps
Target Date
Who
Completion
Percentage
4. TMC will facilitate two half day strategic
September
TMC/
thinking/planning conferences
20-21,
Council/
2012
Staff
5. TMC will prepare the 5-10 year Strategic Road Map
TBD
TMC
Phase II- Strategic Management/Implementation
6. TMC will facilitate the Strategic Management
TBD
TMC
Process with the Executive Team
a) Develop action plans
b) Develop leadership capacity to move the
organization forward
c) Create feedback mechanisms to measure
progress
d) Provide follow-up at the request of the City
Manager
7. TMC Deliverables:
TBD
TMC
a) 5-10 year Strategic Road Map
b) An accountability system to measure progress
on strategic goals
c) 360' communication plan for stakeholders
d) A six-month follow-up at the request of City
Manager.
Um
PROFESSIONAL FACILITATORS
Work Plan #1132
Strategic Planning Process
September 14, 2012
Paul E. Brandenburg
City Manager
City of Georgetown
113 E. 8th Street
Georgetown, Texas 78626
Dear Paul:
Thank you for considering The Management Connection, Inc. to facilitate the Strategic
Planning Process with the City of Georgetown. This is an invoice for facilitation of the
Strategic Planning Process. We appreciate the opportunity to work with you and the City of
Georgetown.
Project Investment
Strategic Planning Process...................................................................... $27,000.00
Payment 1 September 21, 2012 $12,000.00
Payment 2 October 21, 2012 $7,500.00
Payment 3 November 21, 2012 $7,500.00
In addition, we request travel expense reimbursement including
meals, lodging, and/or mileage at the current government rate
from Bryan -College Station to conference location.
Please make check payable to:
The Management Connection, Inc.
4444 Carter Creek Parkway, Suite 110
Bryan, Texas 77802
EIN: 06-1685067
We appreciate our relationship with you and the City of Georgetown and look forward to
every opportunity to serve as your professional facilitation firm.
Committed to your leadership,
Joe M. Gonzalez
Chief Executive Officer
Accepted by:
7
City of Georgetown
Executive Feedback Summary
On September 12, 2012, TMC conducted a One on One Needs
Assessment with the Mayor and Council members for the
purpose of identifying their needs, expectations, and priorities
for the Strategic thinking/planning process. The Strategic
Planning process will be conducted on September 20-21, 2012.
Council Expectations for the Planning Conferences
1. Ensure open discussion on topics presented during the conference.
2. Ensure each council member is given the opportunity to contribute
3. Ensure everyone is on the same page moving forward
4. Ensure that clear direction is provided for the staff
5. Ensure the long term planning is for the benefit of the entire community
Goals for the Strategic
Thinking/Planning Conferences
1. Define the City of Excellence term.
2. Define what the City of Excellence would look
like in 5-10 years.
3. Build on the Business Plan presented by the Staff.
The council members desire to have an in depth
discussion on: Quality of Life, Quality
Growth/Sustainable Development, Balanced
Transportation/Efficient Mobility, and Effective
Governance. These are the items from the business
plan.
4. Establish Strategic Goals, objectives, and priorities
for the defined time frame and a clear definition of
success will be developed.
Council
Dynamics
The Council described the
dynamics as being
professional, respectful of
differing opinions, and the
ability to debate issues
without being combative.
The council felt this was
the opportunity to pursue
the strategic planning
process because of its
current make-up. The
council members were very
complimentary of each
other.
Micki Rundell
From:
Susan Morgan
Sent:
Thursday, September 13, 2012 8:32 AM
To:
Paul Brandenburg
Cc:
Micki Rundell
Subject:
Follow up from Joe Gonzalez
Paul,
I spoke to Joe yesterday after he talked to the Council members. Here's a summary of his follow up.
The Mayor expressed the same frustrations and skepticism about the visioning workshop to Joe as he did to you and
me. Joe challenged him on the importance of his role as Mayor and leader of the group. Joe and Mayor Garver have a
conference call set up for 2:30 on Friday to follow up on Joe's discussion with Council members. Joe summarized the
Mayor's role at the workshop is to (1) lead; (2) participate; and (3) be responsible for the outcome. Joe defined his role
as the facilitator only and the two of them should be a team that gets the outcomes needed.
The meetings with Council members went well. Joe reported that all expressed enthusiasm about the workshop and
that staff had responded to their direction on setting this up. They were overall very consistent on their issues and
focus, which Joe felt was a very good way to go into next week's sessions.
Troy Hellman had to cancel at the last minute, so Joe will schedule a conference call with him sometime next week after
Troy gets back into town.
Joe asked that we pass on any feedback we hear from Council to help him prepare for next Thursday.
It sounds like everything is on track to meet the Council's expectations for next week.
Let me know if you have any questions.
Susan Morgan, CPA
Finance Director
City of Georgetown, Texas
(512) 930-8462
9/20/2012
5-Year Business Plan Review
City of Excellence
City Council Special Workshop
September 20, 2012
Business Plan Framework
Business
• 2030 Vision Plan 5 Year Plan
• Citizen Input F1 CIP
• Master Plans • Council • Staff
Priorities objectives
• CM Goals Annual
Goals Budget
1
9/20/2012
Next Steps — 2012/13
• Use current tool as base
• Public input from citizen surveys, master
plans, board & commissions
• More defined Council policy direction &
priorities to staff
• Update business plan with more defined
strategies
Georgetown 2017
City of Excellence
K
9/20/2012
"City of Excellence" — Based on:
• 2030 Comprehensive Plan
— Quality of Life
— Sustained Development
— Balanced Transportation
— Effective Governance
• Master Plans
— Utilities, Parks, Downtown, Public Safety
• Citizen input
City of Excellence - 2017
• Nationally recognized as "COE"
• Continued moderate growth ahead of US
— Population 49,500 to 55,700
— Utility customers 21,500 to 24,000
• Sun City has built out
— New "community" is breaking ground
KI
9/20/2012
City of Excellence - 2017
• Conference Center
• Downtown `
— Thriving Arts Centerw-- '
— Sidewalks expanded with street and light
posts
— Winery center
— Expanded retail mix
— Walk to the river trails past
the new festival area
City of Excellence - 2017
• Downtown
— Downtown parking garage
• 50% funded by Rivery Conference Center HOT tax
— New Municipal Court and City Services center
at the old Library location
• Facilities
— West side utility compound — efficient services
2
9/20/2012
City of Excellence - 2017
• Regional leader in water management
• LCRA is just a river authority
—Power contract is over
— GUS electric rates highly competitive
• Environmentally sustainable
— Water policies and conservation ■
—Solar panels on Rec Center
City of Excellence - 2017
• Parks and Recreation
— Neighborhood parks, pools and playgrounds
are well maintained
— River trails have been expanded 3 times
— Amphitheater
— West side park is complete
— Gamble Park
—Garey Park in planning
5
9/20/2012
City of Excellence - 2017
• Public Safety
— State of the Art Public Safety and Training
Facility ... and Firing Range
— East Side Fire Station just opened
— City EMS service, self funded
— Highly effective police & fire services with well
equipped, well trained staff
• 23 additional fire staff
• 17 additional police staff
City of Excellence - 2017
City Government
— Responsive, innovative city staff
— Compensation plan fully implemented and
maintained IMF=
Transportation
—1460 completed
— Urban transit operating
— Traffic system in place
—Streets well maintained
FM 1460
Area
N9
9/20/2012
Cost Gap. 0 . aka
Urte
reali*t,
. Y,
• "Gifu of Excellence"
— Isn't funded with our current tax rate
— Costs more than we currently generate in
revenues
0q9TDus0AL
Attain the "City of
Excellence" at
the lowest tax
rate possible.
rA
9/20/2012
Tools/Options & Opportunities
Strategy
Development
2017
Economic
Development
Set Priorities
Revenues &
Taxes
Tools / Options & Opportunities
• City owned Electric Utility
— LCRA contract early release
— Creates more competitive rate structure
— Increases economic development
opportunities
• CTSUD and water supply
9/20/2012
Tools / Options & Opportunities
• New major retail expansion
— Growth in roof tops creates demand for
service
• Major ED project, i.e. data center
— Generates property taxes and sales taxes
— High load electric increases ROI
• Strategic annexations
— Consider involuntary annexations of areas the
benefit tax base
Tools / Options & Opportunities
• Fee increases
— Maintain cost recovery rate structure
• Albertson's property resolved
— Either sold or repurposed as City facility
• Voter approved bonds
— Given approval to raise revenues to fund
approved projects
9/20/2012
Next Steps — 2012/13
get
• Continue business planning
implementation
— Public input from citizen surveys, master
plans, board & commissions
— More defined Council policy directions to staff
• Strategic planning retreat
— Update business plan with more defined
strategies — evaluate the resource limits
• Effective use of resources
Business Plan Usage NOT
OKICKI,"CAN
• Use this tool to develop strategies and
desired outcomes
—Avoid "Kicking the Can" down the road
• Ts decisions impact the long-term goal
• Manage the cost of "City of Excellence"
—Timing of projects
— Costs of improvements
10
9/20/2012
Strategic Decisions
• Policy directions in key areas
• Economic Development that focuses on return to
General Fund
• Facility planning
• Energy supply
• Public input
• Citizen survey
• Boards and commissions feedback
• Master plans
Questions?... Thoughts?
Thank you.
11
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CZA cL 114 hato-,.,
Visioning Session Meeting Minutes
THURSDAY, SEPTEMBER 20, 2012 —
(Bill Sattler absent)
Mayor called the meeting to order at 1:37PM
-NAayor gave a brief summary of what will be discussed at the rneeting.
-Joe Gonzalez introduced himself and said the goal is to get as much as possible out of this process.
-Joe spoke about the "man in the arena"- spectators watching
Joe split the Council and the Mayor into two groups. Goal: Define "The City of Excellence."
Team One: "To maximize citizen satisfaction the City of Excellence provides: Quality Services,
Quality of Life, Cost of Living"
Team Two: "A community where anyone would be happy to live"
- Identify the similarities between both definitions
- Create a common definition
- "A City of Excellence is one that maximizes its citizens' quality of life"
o Staff presented and made comments regarding this statement
o City Manager- Discussion is good to determine where we are going as a community. He said
the chief policy makers need to set their goals, which is why this meeting is taking place.
Quality of life is also trust in the government.
o Fire Chief- For public safety, quality of life means a timely and appropriate response. He
said another aspect is prevention.
o Assistant City Manager- Great for staff to hear what Council is thinking. With the state of
the economy in recent years, the city has been in a "batten down the hatches" mode. She
spoke about the importance of the downtown area, Main Street and CVB. She mentioned
the implementation of some of the 2008 bonds, building an arts center and implementing
programs.
o General Manager for Utilities- He said this statement will help to guide the City into the
future. He spoke about Chisholm Trail SUD, fair treatment and energy rates, utilizing
resources. He noted some people look at cost and some people look at services.
o Chief Financial Officer- We all want it, but how do you pay for it? She spoke about the
uniqueness that is Georgetown. She noted she will be able to tie everything in the budget to
this statement.
- Hellmann- It seems staff has had these goals in mind since the beginning.
- Gonzalez- a quality staff looks for a high quality of life.
- Eason- We need to validate what staff has been working on. She said the decisions that Council
makes keeps us distinctive from other cities.
Answer this: "What will this definition look like in 5 to 10 years?"
o Staff quickly reintroduced the 5 year business plan to the Council.
o The Council broke into two groups in order to answer this question.
o Team One-
■ Regional leader in water and energy management with a focus on conservation
■ Implement Parks and Recreation plan
■ Public Safety and a focus on the completion of the public safety facility
■ Remaining competitive in terms of public safety
■ 100% implementation of compensation plan related to public safety
■ Maintain a responsive and innovative staff
■ National, regional and local transportation
■ Streets and maintaining the quality of streets
■ The challenge is competing visions. Complete past visions before moving forward
■ Entertainment District
■ Promotion of downtown historic district
■ Municipal Facility Master Plan
■ Sidewalks, specifically in relation to providing safety and safe routes
■ Full integration of Southwestern University into the fabric of Georgetown
■ Social Business Pilot Program. Social businesses such as "Tom's Shoes." Use business
as not only an economic venture but also as a social tool.
■ Amphitheater
■ One more signature destination in Georgetown
■ Conference Center
■ Nationally recognized bike race
■ Cultural capital of Texas
o Team Two-
■ Excellent relationship with local governmental entities
■ Sustainable development
■ Arts and Entertainment District
■ Destination location for arts, dining, lodging, etc.
■ Conference Center
■ Amphitheater
■ Parks and'Recreation- Continue the plan for a connected parks and trails system
■ Environmentally sustainable community regarding water and air quality.
■ Transportation -multi -modal. Roads, bridges, urban transport and the airport
■ Expanding the uses of the airport
■ Regional passenger rail.
■ Creative funding tools and a sustainable economy that can fund as much as possible
■ Mindfulness of the impact of annexation.
■ Citizen surveys and task forces
They took the two lists and consolidated it into one large list inclusive of all priorities and issues:
■ Amphitheater
■ Conference Center
■ Transportation
■ Parks and Rec
■ Water and Energy with emphasis on conservation
■ Destination- "signature"
■ Creative staff
■ Southwestern — Excellent relationship with all government organizations
■ Airport- multimodal
■ Cultural Center of Texas
■ Arts and Entertainment Destination — dining, tourist visitor and lodging, conference
center
■ Public Safety
■ Economic Development
Joe Gonzalez reviewed the discussion that took place today.
He said the items on the final list will be the issues the Council will flesh out tomorrow. He said they
will also prioritize these items as well.
He asked staff how they can connect this list with the work they do.
o Assistant City Manager- She said she is excited about what she is hearing and noted this is
the first time she has heard about an arts and entertainment district. She said that idea
gives staff better direction on how to move forward with the downtown area.
o Chief Financial Officer- She said the comments about economic development and how to
utilize that to develop and make money is great.
o General Manager for Utilities- He said the elaboration and the emphasis on the business
plan is helpful to him. He noted this is the type of process that will tell staff whether or not
they are going in the right direction.
o Finance Director- She said this provides what has been missing from the vision and
framework of the five year business plan.
o 4�hief- He said from a finite public safety he was disappointed it missed one of the
lists.
o Brandenburg said he thinks this has been an excellent session. He noted there are some
items on the list that have also been approved by the voters. He added, therefore, some of
those items have been validated by the public.
Joe Gonzalez asked the Council to make their final comments about the day.
o Hammerlun and Hellmann are excited. Gonzalez- no comment. Jonrowe said she keeps
thinking of social services. Eason said she is pleased with the definition of the City of
Excellence. Meigs said this is valuable but noted it is not cast in stone. He said he is excited
about the first day. Mayor said he spent most of his life on the staff side and understands
how essential it is for the Council/Board to clarify their visions. He spoke about grouping the
amphitheater and conference center as one economic development tool. He has he is
pleased with the dialogue that has taken place today.
RECESSED at 5:05PM
FRIDAY, SEPTEMBER 21, 2012
Jonrowe absent
- Mayor call the meeting to order at 8:25AM
- Mayor said Gonzalez is concerned about the process. Gonzalez said, after spending the day
yesterday thinking about it, he said he does not agree with the process or procedures for this
meeting. He said he thinks it is best he does not participate. He noted, after the Council's
comments, he will excuse himself. Gonzalez said, when he thinks of a visioning session, the group
should start with nothing and build from there. He noted this meeting is actually rubber stamping
something that was already agreed upon. He said the Council is not visioning, but just following
what has already been laid out for them. He noted he does not want to turn this into anything more
negative than it has to be. He said he does not want this to become a debate because this is just his
personal opinion. Gonzalez said he thinks it is best that he does not participate.
- Gonzalez left the meeting.
- Joe summarized what will be discussed at today's meeting. He asked Council "what stayed with you
yesterday?"
- Hammerlun said he loves the City of Excellence definition. He noted he thought of Fite's comments
and said public safety is one of his priorities. He said he was also thinking a lot about the concept of
an "entertainment district"
- Hellmann said he started to think about how he would prioritize these issues and noted he did not
get very far with that process.
- Mayor said the economic development part needs a lot of love and care.
- Meigs said he keeps going back to the value of a five year planning cycle. He sees this meeting as a
planning tool to get these issues on the table and move forward.
- Eason said she was pleased with the process and the fact that Council concentrated on expanding
on the master plans. She said this is essential for the entire planning process. She said she was
already putting things in categories on the list. She added the City also needs to talk more about
what it will need to maintain these goals.
- Sattler said he came from the private sector and, every time you build a company, you build a plan
that is a work in progress at all times. He said economics are a significant part of that plan. He spoke
about how he moved to Georgetown because he felt it was already a "City of Excellence." He
warned, if we keep adding to the tax base, there are things that will occur. He said the people here
will get tired and quit voting for bonds. He said the City can easily get to 53 cents. He said you have
to get either more economic development or drive down the taxes. Sattler said he will sit and watch.
- Joe Gonzalez broke the group up into two teams.
- The task: Break yesterday's priority list into tiers and collapse items together if possible.
Group One:
o Public safety, transportation, economic development, utilities, parks
Group Two:
o Economic development, public safety, transportation, utilities, signature destination
The group identified the similarities among the top five priorities. Eason said her group's "signature
destination" incorporates parks. Meigs said he is okay with melding parks with signature
destination.
TOP FIVE: Economic development, public safety, transportation, utilities, signature destination
TOP FIVE PRIORITIES AND GOALS:
o Public Safety ?6/qR F-jnC.nCx. Rvheek
■ EMS & ESD resolution (adequate coverage) Y�1c,-ulne
■ premiere training,
■ competitive pay (retention & recruitment) Kcxn r)
■ equipment -°
o Transportation J ,6d G-t1enA, Maw,sc rva-rk, NIQ�
■ Street maintenance
Airport - plan v nd�r u_x•.i� (F'i
■ public transportation. NP V- -
■ complete loop
o Economic Development C,%* jW;C4e_
■ Use to maintain a reasonable tax rate
■ policies to encourage quality residential development
■ sales tax/revenue generator
■ intergovernmental relations
■ downtown destination/continue downtown efforts
■ effective use of incubators
■ retention and recruitment
o Utilities
■ Use as an economic development tool"t'd M•
■ expansion opportunities
■ competitive rates % 5 �✓f y � , '� P Q 6' Cac.Lr t_ d
o Signature Destination
■ Downtown focus rru, e -' IvLavt-' RnC.nce--.
■ recreational focus including parks/trails/Lake Georgetown
■ amphitheater and conference center
Joe Gonzalez asked if staff has anything for Council to consider
General Manager for Utilities- Everything under utilities is good and added this was good for him to
move forward. He spoke of the importance of future revisions to codes to be able to meet the goals
in each of the categories.
Chief Financial Officer- She said the only thing she can think of that was not addressed is recycling
opportunities or environmental issues.
Assistant City Manager- She spoke about the issue of historic preservation of downtown and how it
was not specifically brought up but noted she can fit it under downtown development.
Finance Director- Wonderful information
Fire Chief- Thank you and noted that is everything he needs to be an effective Fire Chief.
Police Chief- That's everything he needs
City Manager-, He noted this is everything that is needed for everyone around the room to do their
job. He said he put together his own list of issues and added the external issues on his list match up
with everything on this new list.
Meigs asked the City Manager if this is in conflict with his goals. Brandenburg said there are no
conflicts. He said the devil is in the details because there is a finite budget.
Eason wants to make sure that, if something is not on this priority list, that it does not mean they
are not interested in those issues. She said another issue is social services and mentioned how it is
not on this list. She wants to make sure the city and staff will continue to work on those issues.
Hellmann noted these are just the top five priorities and there will be other priorities not on this list.
Hammerlun agreed with Hellmann and said these are the top five and added there will be other
things the Council will work on. He said he is excited about the solid waste contract and recycling
but noted, for him, that was not a priority for 2017.
Eason said she wants to make sure Council is giving Paul what he needs.
- City Manager went back to the definition of "City of Excellence" and said a lot of the other issues not
on the priority list can fold into that broad definition.
"When you hear the definition and priorities, what words come to mind? Write it down"
Hammerlun read the final list for the Council.
- What do you think about the work you've done?
o Hammerlun- Great. Feels good about knowing the definition of "City of Excellence"
o Eason- Feels good
o Heimann- Happy with the list
o Meigs- Also pleased
o Mayor asked and Joe Gonzalez said staff's job is to now go back and think about how exactly
to go about meeting the goals and priorities Council set forth. Mayor said the work is
superb.
o Sattler- He said this is a good start. He asked how this is different than what the City has
always been. He noted he thinks the City is already doing everything on that list. He said he
has always considered Georgetown a City of Excellence.
CLOSING COMMENTS
o Paul thanked Council for taking the time to participate in this process. He said this gives the
City direction for how to move forward. He said the City has had a lot of stuff on paper but
now the City staff can develop business plans for each of the items. He gave an example and
spoke about leveraging the utilities for economic development and how now the goal is to
figure out how to do that.
MEETING ADJOURNED AT 10:30AM