HomeMy WebLinkAboutAgenda CC 03.22.2016 WorkshopNotice of M eeting of the
Governing B ody of the
City of Georgetown, Texas
M arch 22 , 2 0 1 6
The Ge orgetown City Council will meet on March 2 2, 2016 at 3:00 PM at Council Chambers, 101 E.
7th St., Geo rgeto wn, Texas
The City o f Georgetown is committed to co mpliance with the Americans with Disabilities Act (ADA). If
you re quire assistance in participating at a public meeting due to a disability, as defined under the ADA,
reasonable assistance, adaptations, or ac c ommo datio ns will be provided upo n request. P lease contact
the City Se c retary's Office, least four (4 ) days prio r to the scheduled meeting date, at (512) 930-3652
or City Hall at 113 East 8th Street for additional information; TTY users ro ute through Relay Texas at
711.
Policy De ve lopme nt/Re vie w Workshop -
A Update and direction regarding the propo sed tactics developed around the City Council's
Strategies -- David Morgan, City Manager
B Prese ntation and update regarding the EMS P rogram -- John Sullivan, Fire Chief, P aul Diaz,
Budget Manager, Leigh Wallace, Finance Director and Laurie Brewe r, Assistant City Manager
C Update, information and possible feedback on the proposed schematic design fo r Downtown
We st -- Eric Johnson, CIP Manage r and Laurie Brewer, Assistant City Manager.
Exe cutive Se ssion
In compliance with the Open Meetings Ac t, Chapter 551, Government Co de , Verno n's Texas Codes,
Annotate d, the items listed below will be discussed in closed session and are subject to action in the
regular se ssio n.
D Se c . 55 1.0 71 : Consul tati on wi th Atto rney
- Advice fro m attorney about pending or co ntemplated litigation and o ther matters on which the
attorney has a duty to advise the City Co uncil, including agenda items
- Discussion regarding amendments to the purchase power agreement be tween the City and
Buc ktho rn Westex
- Discussion regarding various recent c ondemnation proceedings
Se c . 55 1.0 72 : Del i berati on Regardi ng Real Property
- Forwarded from the Georgetown Transpo rtation Enhancement Corpo ratio n (GTEC):
Consideration and possible action to appro ve the purchase of real property from Back Door
Investments, LLC (Parcel 5, 306 Shannon Lane; Tenant: Charles & Teresa Ho ward), the payment
o f re lo catio n benefits, and the subse quent payment of actual reasonable and customary moving
expenses in compliance with the Unifo rm Relo cation Assistance and Real Pro perty Acquisition
Po lic ies Act o f 1970, in connectio n with the Rivery Blvd. Extension Pro ject
- Forwarded from the Georgetown Transpo rtation Enhancement Corpo ratio n (GTEC):
Consideration and possible to appro ve the appraised values of real property to be acquired from
the W.D. Kelley Foundation (Parc e l 1 4) and David Wolf (Parcel 16) in c onnectio n with the
Rive ry Blvd. Extension Project
Se c . 55 1.0 74 : Personnel Matter s
Page 1 of 105
- City Manager, City Attorney, City Se c retary and Municipal Judge: Consideration of the
appointment, employment, evaluatio n, reassignment, duties, discipline, o r dismissal
Se c . 55 1.0 86 : Competi ti ve Matters
- Consideration and possible actio n re garding contract novation fro m JP Morgan to Mercuria
- Sun Edison, PPA
Adjournme nt
Ce rtificate of Posting
I, Shelley No wling, City S ecretary for the C ity of Geo rgeto wn, Texas , do hereby c ertify that
this Notic e o f Meeting was posted at City Hall, 113 E. 8th Street, a p lac e read ily acc es s ib le to
the general pub lic at all times , o n the _____ day of _________________, 2016, at
__________, and remained so p o s ted for at leas t 72 c o ntinuo us ho urs p receding the
s cheduled time of s aid meeting.
__________________________________
Shelley No wling, City S ecretary
Page 2 of 105
City of Georgetown, Texas
City Council Workshop
March 22, 2016
SUBJECT:
Update and directio n regarding the proposed tactics de veloped around the City Counc il's Strategies -- David Morgan, City
Manager
ITEM SUMMARY:
In November 2 01 5, City Co uncil developed 14 strate gies to achieve their goals and visio n for the City. Staff has
developed a series of tactics associated with each strategy to be reviewed by Counc il. Attached is a draft presentation and
detail listing of eac h strategy and the corresponding tactics. Based on Council's feedbac k, Staff will work to develop
implementation plans fo r each strategy and corre spo nding tactic.
FINANCIAL IMPACT:
None at this time .
SUBMITTED BY:
Jackson Daly
ATTACHMENT S:
Description
DRAFT Counc il Strategy Wo rksho p Pres entatio n
DRAFT Strategies , Tactics, and S ub-Tactic s Detail Sheet
Co uncil Go als and Strategies
Page 3 of 105
Council Strategy Update
March 22, 2016
Page 4 of 105
Process
•Council developed 14 strategies in November
2015
–9 tier-1 strategies
–5 tier-2 strategies
•14 teams developed “tactics” to achieve each
strategy
–Cross functional groups
–5-7 team members
•Tactics presented in priority order by strategy
–“Sub-tactics” identified in packet
Page 5 of 105
Themes
•Communications and Branding
–Identity
–Education and Outreach
–Cross-functional promotion and coordination teams
–Consistency
–Special event promotion
•Cost Analysis
–Understand baseline O&M (e.g. Transportation)
–Understand impact of decisions (e.g. land use, large capital
investments)
–Key capital asset replacement strategies
•Employees
–Training
–Professional Development
–Recruitment
Page 6 of 105
Strategy 1.1: Attract, Hire, Develop and Retain
the Best People, and Compensate Them for
the Value they Create
•Establish and Consistently Administer a Competitive
Compensation Program Based on Performance Results
•Guide and Define Workplace Culture
•Implement the Newly Created Employee Training and
Development Program
•Consistently Communicate the Current Compensation
and Benefits Plan To Employees
Page 7 of 105
Strategy 1.2: Create a Customer Service
Mindset
•Develop and Implement a Customer Satisfaction
Program
•Create More Opportunities for Local Businesses to Do
Business with the City
•Provide Educational & Outreach Programs on City
Department Functions & Activities
•Evaluate Creation of City-wide Customer Service Center
Page 8 of 105
Strategy 1.3: Implement the Special Event
and Destination Strategy
•Create a Comprehensive Special Events Strategy
•Maintain and Promote Calendar of Special Events
•Simplify Special Event Application
•Cross-functional Promotion and Communication of City
Events
•Activate Area Beyond Direct Square
•Explore Feasibility of a Special Event Coordinator
Page 9 of 105
Strategy 1.4: Build and Maintain
Entertainment Platforms/Venues
•Build and Program City-owned Venues
–Garey Park
–San Gabriel Park
–Downtown West
•Citywide Space Inventory and Needs Assessment
•Cross-Functional Team to Review and Promote City
Events
•Activate Spaces
–Natural gathering spaces
–Green space in dense areas
–Sunday activities
Page 10 of 105
Strategy 1.5: Expand and Diversify the Tax
Base (Increase Commercial Percentage)
•Create and Maintain a Positive Relationship with the Business
Community Through a Business Retention Program
•Conduct Studies to Develop Meaningful Data to Drive the
City’s E.D. Program
•Develop a Comprehensive Economic Development Strategic
Plan
•Develop a Process to Understand the Fiscal Impact and
Trade-offs of Land Use Decisions
•Update the City‘s Comprehensive Plan and Capital
Improvement Plans to Align Resources and Preserve
Opportunities for Retail and Employment Growth
Page 11 of 105
Strategy 1.6: Accumulate Funds to Account
for Unfunded and Unanticipated Liabilities
•Ensure Financial and Budgetary Policy Addresses Liabilities
•Update Quarterly Financial Report to Include a List of City-Wide
Liabilities, and an Update on the Balance in the Council
Discretionary Fund
•Incorporate O&M Costs in Planning of Capital Projects
•Implement a Policy and Phase-In Approach for an Economic
Uncertainty Fund to Address Short-term Revenue Declines
•Develop a Comprehensive Facilities Master Plan and Funding
Strategy for Key Facility Replacements
Page 12 of 105
Strategy 1.7: Create a Strategy to Increase
Mobility
•Complete Review and Propose Amendments for the Unified
Development Code (UDC Chapter 12: Pedestrian and Vehicle
Circulation) Related to Development Standards to Ensure They are
Designed to Improve Mobility Efforts Within and Between New
Developments
•Continue to Develop and Implement Existing Transportation Plans
Develop and Implement New and Updated Plans
•Conduct a Feasibility Study of a Control Center for Traffic
Operations and Signal Coordination
•Continue to Adequately Fund Existing Transportation Infrastructure
•Continue to Address Maintenance of Existing Infrastructure
Page 13 of 105
Strategy 1.8: Attain and Maintain Superior
Public Safety and Enhance the Perception
of Safety
•Fire Department Attain Center for Public Safety
Excellence (CPSE) Accreditation AND Police
Department Attain Texas Police Chiefs
Association (TPCA) Recognition
•Achieve and Consistently be One of the Top-tier
Public Safety Agencies to Work for within
Central Texas.
Page 14 of 105
Strategy 1.9: Attract Younger Workers/Young
Professionals to the Community
•Tailor Branding and Communications Towards Young
Professionals
•Improve Social Environment for Young Professionals
(25-44)
Page 15 of 105
Strategy 2.1: Improve Communications and
Advertising
•Gain clarity on the City organization’s branding strategy
•Work to Create Consistency in Messages and Themes
for Communications and Marketing Across the City.
•Assess Department Resources and Make Needed
Adjustments to Ensure Capacity to Generate and
Sustain Communications and Marketing Content Across
Multiple Platforms.
•Assess and Enhance Existing City-wide Logo, Design,
Graphics, and Presentation Guidelines.
Page 16 of 105
Strategy 2.2: Create and Maintain
Outstanding Aesthetics , and a Welcoming
Appearance and Spirit
•Identify, Review, and Enhance Development
Standards Related to Beautification
•Clarify and Understand Costs Associated with
Beautification and Secure Funding (including
appropriations, grants, volunteers, etc .)
•Continue and Increase Stewardship of all Public
Rights-of-way (Including TxDOT)
•Enhance Community Branding at Key Points
Within the City
Page 17 of 105
Strategy 2.3: Create an Asset Maintenance
and Revitalization Plan
•Develop a Uniform Asset Management and
Work Order Process
•Develop Baseline Annual Costs to Operate and
Maintain (Annual Budget)
•Define Impact of Operation and Maintenance
(O&M) when Capital Additions and
Replacements are Approved/Added
•Clarify Capital Retirement/Replacement Strategy
Page 18 of 105
Strategy 2.4: Create a Comprehensive
Annexation Strategy
[Formerly Donut Hole Strategy]
•Create a Broad-Based Annexation Plan
with Alignment to the 2030 Plan
•Effectively Communicate Planning Efforts
and Outcomes
Page 19 of 105
Strategy 2.5: Monitor, Promote, and
Communicate a Long-term Water and
Utilities Plan and Strategy
•Implement and Monitor the Integrated Resource
Plan (Long-term Water and Energy Plans)
•Develop and Execute a Communication and
Marketing Strategy for Customers Relating to
the Resource Plan
Page 20 of 105
Next Steps
•Feedback on tactics
•Clarify priorities with Council
•Return with multi-year implementation plan
•Develop progress reports
•Integrate in work plans and budget
Page 21 of 105
Attract, hire, develop and retain the best people, and compensate them for the value they create
Tactics:
1. Establish and consistently administer a competitive compensation program based
on performance results
a. Ensure funding of pay programs through budgetary priority
b. Pay for results of employee’s impact on business outcomes/operations
c. Communicate the competiveness philosophy on salary range penetration and
alignment of procedures
d. Enhance employee recruitment
e. Recruitment targeted to more diverse communities
2. Guide and Define Workplace Culture
a. Finalize and Implement the City’s core values program
b. Rollout values that were developed in 2014/2015 grass roots campaign
c. Market and reinforce values to our employees and workers through
campaign
3. Implement the newly created employee training and development program
a. Training for emerging leaders and mentoring, with an emphasis on succession
planning
b. Includes solid occupational training programs
c. Includes professional development programs
d. Networking opportunities and career path development
e. Explore feasibility of establishing an employee tuition reimbursement
program
i. Budget money for the upcoming year to
begin program
ii. Communicate and roll out the developed
procedure and use as a recruitment and retention tool
f. Continue to develop and promote Intern Program
4. Consistently communicate the current compensation and benefits plan to
employees
a. Conduct a feasibility study and assesses potential benefits of an employee
health clinic
b. Communicate the value of total compensation and benefits through annual
total paycheck
c. Communicate and promote the value of the TMRS retirement system
d. Benchmark competitiveness of our benefits program and affordability
e. Benchmark other cities’ plan designs: tiers, deductibles, co-pays, etc.
f. Continue to fund and improve upon the City’s Wellness Program to ensure
healthy employees
g. Consider deferred compensation matching
Page 22 of 105
Create a Customer Service Mindset
Tactics
1. Develop and Implement a Customer Satisfaction Program
a. Consistency in how information is gathered, shared and communicated
b. Emphasize culture of public servants
c. Establish a regular review of policies, procedures and forms with input from the users
i. Per department
ii. Include the review from 2 colleagues from other departments
d. Encourage feedback from our stakeholders (e.g. Surveys and established
performance measures)
i. Regular, institutionalized customer and employee satisfaction
surveys (internal and external surveys)
ii. Tag line for every email – Include in signature blocks “Please tell us
how we are doing by…” and add link to survey website
iii. Look through responses and follow-up
iv. City-wide and specific department questions
e. Improve, document and communicate internal processes
f. Use data from Citizen survey to drive communication
g. Formulate performance measures to gauge success
2. Create More Opportunities for Local Businesses to Do Business with the City
a. Outreach Programs
b. Assist local businesses through the procurement process
c. Encourage departments to use local businesses
3. Provide Educational & Outreach Programs on City Department Functions & Activities
a. Ongoing internal and external educational/outreach programs
b. Engage local organizations to recruit City staff to present
i. Board and Commission Education
ii. “Lunch and Learn” Sessions (Internal and External)
iii. Develop Speaker's Bureau for external requests for presentations
iv. Library and Rec. Center info kiosks
4. Evaluate Creation of City-wide Customer Service Center
a. Single point of contact
b. Include both phone and web based
Page 23 of 105
Implement the special event and destination strategy
Tactics:
1. Create a Comprehensive Special Events Strategy
a. Benchmarking with “Destination” Cities
b. Clarify intended outcomes
c. Develop criteria and performance measures for City-sponsored events
i. Ensure quality over quantity
ii. Acknowledge that all events reflect upon
the City
iii. Attendance Triggers (events drawing 500+
require notification and special event permit)
d. Assess financial impact of special events (including cost to City)
2. Maintain and Promote Calendar of Special Events
a. Advertise to citizens and visitors (iPad Kiosk, App Push notifications)
b. Promote to locals
c. Wrap city vehicles
3. Simplify Special Event Application
a. Online Form
b. Intuitive workflow
4. Cross-functional promotion and communication of city events
a. Combine efforts to promote events
b. Limit promotion to City events, Park Events, and Downtown Events
c. Coordinate Downtown Events with DGA and Williamson Museum
5. Activate area beyond direct square
a. Small performance area in Downtown West
i. Understand impact on neighbors
ii. Visibility from Square
b. Address narrative regarding impact of special events on downtown
merchants and neighborhood
c. Strive for continually improving events (assessments)
6. Explore Feasibility of a Special Event Coordinator
a. Oversight for Downtown, Garey Park, San Gabriel Park
b. Develop corporate sponsorship plan
Page 24 of 105
Build and maintain an entertainment platform/venues
Tactics:
1. Build and Program City-owned Venues
a) Garey Park
i. Finish in 2018, including Amphitheater
b) San Gabriel Master Plan
i. Program for Festival/Event Area (17 acres
of flexible space)
ii. Short-term strategy
iii. “Crawl” before area is fully developed to
vet needs
iv. Staff member assigned to programming
v. Short-term “trial” events
vi. Events drive space design going forward
vii. Long-term strategy driven by rodeo arena
(lease up 2017) and show barn lease
c) Downtown West Park Space
i. Patio outside Red Poppy Coffee Co.
ii. Shade, seating, power, and amplification
options
iii. Connections to Downtown
iv. Ensure visibility
v. Sidewalks
vi. Small events (cognizant of impact on
neighborhoods)
vii. Will not close streets permanently
viii. Shade
ix. Activate alley between Library and Planning
Department
x. Public Art
2. Citywide Space Inventory and Needs Assessment
a) Inventory existing event space throughout the City
b) Include rules, costs, capacity, future plans
c) Distinguish between public and private ownership
d) Photos of event space (especially of spaces in use)
e) Include wedding venues
f) Annual review and update (currently 80% complete)
i. Outreach to arts/culture organizations and
nonprofits to get feedback about performance venue needs (Identify
gaps and continue on-going coordination with stakeholders)
g) City becomes landing page for event planning
3. Cross-Functional Team to Review and Promote City Events
a) Inventory of ALL City-owned events (Library, Parks, CVB, Main Street)
b) Education on current initiatives
Page 25 of 105
c) Coordinated special event planning
d) Cross-marketing
4. Activate space
a) Create natural gathering spaces
b) More green space in dense areas (e.g. Founders Park, 8th Street Courtyard)
i. Sidewalk cafes (Facilitate easy use of
sidewalks or ROW)
c) Sunday activities
Page 26 of 105
Expand and diversify the tax base (increase commercial percentage)
Tactics:
1. Create and maintain a positive relationship with the business community through a
Business Retention Program
a. Identify opportunities and constraints facing existing businesses and prepare a report for
Council on business relations and recommendations.
2. Conduct studies to develop meaningful data to drive the City’s E.D. program
a. Retail Strategic Plan – Determine retail gaps, best sites, and recruitment opportunities.
b. Economic Base Analysis – Assess conditions and trends impacting Georgetown, profile
Georgetown’s economic base and real estate/land use inventory, and prepare a forecast of
future employment and building space demand.
3. Develop a Comprehensive Economic Development Strategic Plan
a. Complete a strategic plan that provides an assessment of the existing conditions that
drive Georgetown’s economy and provides implementation strategies that will enhance the
business climate, strengthen the fiscal health, and support economic growth of the City.
b. Proactively attract, expand and retain targeted retail and employment businesses using
the City’s studies as resources.
c. Craft an economic development incentive policy.
4. Develop a process to understand the fiscal impact and trade-off of land use decisions
a. Conduct a Fiscal Impact model
b. Conduct a Cost-to-Serve model
c. Utilize the models to educate staff, elected officials and other stakeholders on the
impacts of development.
5. Update the City‘s Comprehensive Plan and Capital Improvement Plans to align resources
and preserve opportunities for retail and employment growth
a. Align the City’s Comprehensive Plan, including the land use and transportation elements,
with the retail and primary employment studies.
b. Identify action plans to make “shovel ready” the top locations for retail and primary
employment.
Page 27 of 105
Accumulate funds to account for unfunded and unanticipated liabilities
Tactics:
1. Ensure Financial and Budgetary Policy Addresses Liabilities
a. Insurance targets (insured against disasters)
b. Targeted fund balances for risk mitigation (rainy day funds)
c. Targeted Unfunded Actuarial Accrued Liability (UAAL) level on retirement plan (the amount
of retirement that is owed to an employee in future years that exceed current assets and their
projected growth)
d. Ensure authority is delegated to City Manager where appropriated to ensure efficiency, but
maintain internal control
2. Update quarterly financial report to include a list of City-Wide liabilities, and an update on
the balance in the Council Discretionary Fund
3. Incorporate O&M costs in planning of capital projects
4. Implement a Policy and Phase-In Approach for an Economic Uncertainty Fund to Address
Short-term Revenue Declines
5. Develop comprehensive facilities master plan and funding strategy for key facility
replacements
Page 28 of 105
Create a strategy to increase mobility
Tactics:
1. Complete review and propose amendments for the Unified Development Code
(UDC Chapter 12 Pedestrian and Vehicle Circulation) related to development standards
to ensure they are designed to improve mobility efforts within and between new
developments
a. Ensure that development is providing its share of the comprehensive
planned network of streets, sidewalks and regional trails.
b. Trail Dedication
c. Street Design
d. Neighborhood Design
e. Connectivity
2. Continue to develop and implement existing transportation plans
a. Sidewalk Master Plan
b. Overall Transportation Plan
3. Develop and implement new and updated plans
a. Transit Development Plan
b. Airport Master Plan
c. Bike Master Plan
4. Conduct a feasibility study of a control center for traffic operations and signal
coordination
5. Continue to adequately fund transportation infrastructure
6. Continue to address maintenance of existing infrastructure
a. Develop funding strategies that are proportional to the actual growth in the
transportation network/system
b. Continue to seek out alternative state and federal funding sources
Page 29 of 105
Attain and maintain superior public safety and enhance the perception of safety
Tactics:
1. Fire Department attain Center for Public Safety Excellence (CPSE) accreditation
AND Police Department attain Texas Police Chiefs Association (TPCA) recognition
2. Achieve and consistently be one of the top-tier public safety agencies to work for
within central Texas.
a. Progressive development practices and outcomes (professional
development)
b. Attain and retain high caliber public safety professionals through
competitive compensation and ensuring public safety personal are equipped to
do their job effectively
c. Develop performance measures (e.g. response times and case closure
rates), including measure to evaluate communication and community
engagement
Page 30 of 105
Attract younger workers/young professionals to the Community
Tactics:
1. Tailor branding and communications towards young professionals
a. Coordinated branding and co-marketing between departments
b. Citizen Survey Data to drive communication style for key demographics
c. Employee survey data to see why a % of employees live outside the City
d. Advertise and Promote to key Demographics
i. Outdoor amenities (hike & bike trail, disc
golf, Garey Park, San Gabriel Park, etc.)
ii. Proximity to Austin, reverse commute
iii. 100% renewable energy
iv. Low-tax rate
2. Improve Social Environment for Young Professionals (25-44)
a. Enhance Retail and Entertainment Offerings
i. Businesses open later
ii. Outlets for young families
iii. Expand locations of “yuppie friendly”
restaurants in and beyond current development nodes (e.g. Downtown,
Wolf Ranch, I-35)
iv. Pet Friendly community (e.g. dogs allowed
on patios)
b. Increase events that appeal to key demographics (e.g. specific live music
choices)
c. Foster Development of Young-Professional Networking Groups
Page 31 of 105
Improve communications and advertising
Tactics:
1. Gain clarity on the City organization’s branding strategy
a. Once identity/vision/mission has been clarified, coordinate a diverse team
of city employees to evaluate the City’s brand elements, including the G logo,
Most Beautiful Town Square trademark, 100% renewable logo, etc.
2. Work to create consistency in messages and themes for communications and
marketing across the City.
a. Restart the Communications Team to lead the coordination of messages
and marketing for the City and ensure that they are aligned with the City’s
identity, vision, and mission.
b. Share best practices for communications and marketing.
c. Conduct training for departments in marketing and communications
processes, social media, video production, graphics, news writing, and website
content creation.
3. Assess department resources and make needed adjustments to ensure capacity to
generate and sustain communications and marketing content across multiple
platforms.
a. Create communications ambassadors who are trained in and empowered to
create communications and marketing content.
4. Assess and enhance existing City-wide logo, design, graphics, and presentation
guidelines.
Page 32 of 105
Create and maintain outstanding aesthetics, and a welcoming appearance and spirit
Tactics:
1. Identify, Review, and Enhance Development Standards Related to Beautification
a. Clarify beautification standards for public development and private
development
b. Identify Gateways and Future Gateways
c. Develop Gateway Design Guidelines to govern public and private
improvement (including future gateways)
d. Continue to restrict Height Limits on I-35 related to signage and billboards
AND Maintain Courthouse view corridor
e. Amend TIRZs to include beautification (South, Williams, Rivery, and
Downtown)
f. Consistent Park Standards for new developments
g. Review opportunities to improve aesthetics and development where
appropriate
2. Clarify and Understand Costs Associated with Beautification and Secure Funding
(including appropriations, grants, volunteers, etc.)
a. Keep Georgetown Beautiful program and/or Adopt a Highway program
b. Increase Transportation ROW Maintenance Budget (with corresponding
performance measures)
c. Set aside percentage of capital budgets to “Beautification” (e.g. 1% for
Public Art administered by Arts and Culture tied to facility CIP)
d. Promote “signature investments” with capital improvements (e.g. win
awards)
e. Alternative Funding Strategies:
f. Road improvement districts
g. Street Maintenance Fee
h. Gateway CIP Budget
3. Continue and Increase Stewardship of all Public Rights-of-way (Including TxDOT)
a. Continue Transportation’s street sweeping efforts (2 full-time sweepers)
b. TXDOT Right-of-way Maintenance and Signage
c. Brown “Historic District” Sign on I-35
d. Renegotiate Maintenance MOU with TxDOT (1968)
e. Williams, University, and Leander Beautification
f. Beyond Mowing (include landscaping)
g. Texture, Signage, Art
h. Mast Arms and Powder Coating
i. Buy-in for developing medians (aka blocking driveway access)
j. Realize cost to retrofit and impact to business owners
Page 33 of 105
4. Enhance Community Branding at Key Points Within the City
a. Build southbound (northern) Monument Signage
b. Revisit motto, branding, tagline on public improvements
c. Signature street signs and branding
d. Keep Southbound Billboard (apprise Council of updates)
Page 34 of 105
Create an asset maintenance and revitalization plan
Tactics:
1. Develop a uniform asset management and work order process
a. Process development requires cross-departmental team
b. Consider what assets go into system
c. Inventory (to include condition) of assets
d. Assess “Worst of Breed” vs. “Best of Breed”
e. Define parameters of maintenance strategy (preventive, corrective)
f. Define replacement strategy (relates to service level)
g. Maintenance Plan includes preventive maintenance tasks, frequency,
insource/outsource, etc.
h. Define system to manage assets (e.g. EAM Infor)
i. Deliverable to be uniform (tool to measure status across departments)
2. Develop baseline annual costs to operate and maintain (annual budget)
a. What do we have?
b. What is an asset?
c. What are our service levels?
d. What is our maintenance plan?
e. System used to track/schedule?
3. Define impact of operation and maintenance (O&M) when Capital additions and
replacements are approved/added
a. Research benchmarks for asset additions
b. Ensure compliance with a Master Plan
c. Update frequency of a plan
d. Develop thumb-rules for capital additions
4. Clarify Capital Retirement/Replacement Strategy
a. Understand Capital assets must be replaced over time
b. Strategies on when to retire/replace capital assets
c. Funding strategy for capital replacements
Page 35 of 105
Create a "Donut Hole" strategy
Tactics:Council Strategy – Create Comprehensive Annexation Strategy
1. Create a Broad-Based Annexation Plan with Alignment to the 2030 Plan
a. Donut hole plan one of several subsets to larger annexation strategy
b. Strategic goals/policies/tactics
c. Prioritization/Ranking of Areas
i. Financial (cost to City)
ii. Potential for long-term growth/revenue
iii. Public Safety
iv. Equitable distribution of services/taxes
d. Solidify funding source if costs associated
e. Annexation a key piece of the City’s Long-Range Planning Efforts
f. Ensure that other long-range plans align with and support annexation
strategy
g. Adopt a Future Annexation Map and Strategic Plan as element of 2030 Plan
2. Effectively Communicate Planning Efforts and Outcomes
a. Orientation/Education for City Council
i. Staff to provide guidance,
recommendations
b. Gauge Council philosophy, priorities, desired criteria
c. Partner early with neighborhoods considered for annexation
d. Signal to general public and other governmental entities timing of potential
annexations
e. Promote annexation is positive light
Page 36 of 105
Monitor, promote, and communicate a long-term water and utilities plan and strategy
Tactics:
1) Implement and Monitor the Integrated Resource Plan
2) Develop and Execute a communication and marketing strategy for customers
relating to the resource plan
a. Regularly report and revisit electric and water plans
b. Tie utility marketing strategy to broader City branding
c. Emphasize education regarding the Region G Water Plan
Page 37 of 105
Strategic Plan Summary
Role of Council – As a representative democracy, we provide a voice for each district so that
the Council can make decisions that serve the best interests of the City of Georgetown as a whole.
To establish a common vision and goals that will protect the past and innovate for the future of our
City, and based on that vision, to:
• Keep the City physically safe and fiscally sound
• Establish appropriate policies
• Approve effective budgets
• Exercise fiduciary and financial responsibility
• Provide guidance, support, and oversight to the Council’s direct reports
• Hold key staff accountable for effectively running the City
Vision –
• Georgetown is a safe, healthy, happy, connected, and truly diverse community where people
can live, learn, work, retire, and play in an environment where we have ready access,
throughout our lives, to arts, culture, essential services, and the natural environment.
• Our educated and skilled population, fiscally responsible governance, excellent infrastructure,
and the beauty of our natural and man-made environments, attract new residents and
businesses and enable us to create balanced and diverse employment centers and economic
levels. Our strong sense of community connects us regardless of our cultural, age, ethnic, or
economic differences.
Rules of Engagement –
To treat everyone with respect,
courtesy, and civility
To act in a way that promotes and
solicits an open, honest, transparent,
and professional dialogue with each
other, our citizens, city staff, and
other interested parties
To be collaborative and actively
listen to all points of view with open-
mindedness and respect
To keep our commitments
To actively advocate for our point of
view, but also to recognize and
respect the decisions of Council,
even though we might not agree
with that decision (we will not
sabotage the decisions of Council)
Goals –
Culture
• Georgetown is a truly diverse, vibrant, inclusive, and
socially dynamic city where everyone has the
opportunity to participate in, and benefit from, our
economic, political, and social activities
Employee
• Our outstanding and innovative City Employees work
diligently to bring the Vision of Council to life and
deliver exceptional services to our customers while
exemplifying our Core Values
Internal Process
• Our policies and procedures are easy to understand,
and consistently and professionally applied. Our
internal processes are effective, efficient, fair,
inventive, and transparent, and make us a desired
destination for residents and businesses
Customer
• Anyone interacting with the City will have such a
positive experience that they will tell everyone about it
Financial
• To maintain a fiscal environment conducive to
attaining the goals of the City
Page 38 of 105
Tier One Strategies Potential Tactics from Council Sessions. To be considered
and evaluated by Staff.
Attract, hire, develop, and retain the best
people, and compensate them for the value
they create
Create a customer service mindset Establish a regular review of policies, procedures, and forms with input from the
users
Regular, institutionalized customer and employee satisfaction surveys
Improve, document, and communicate internal processes
Update the bid and procurement policies and procedures to support local
businesses
Implement the special event and destination
strategy
Build and maintain an entertainment
platform/venues
Expand and diversify the tax base (increase
commercial percentage)
Accumulate funds to account for unfunded
and unanticipated liabilities
Create a strategy to increase mobility Increase access/transportation options into and within the City
Increase ease of use/access to destination points and events
Attain and maintain superior public safety
and the enhance the perception of safety
Attract younger workers/young professionals
Page 39 of 105
Tier Two Strategies Potential Tactics
Improve communications and advertising
Create and maintain outstanding aesthetics, and a
welcoming appearance and spirit
Create an asset maintenance and revitalization plan
Create a “Donut Hole” strategy
Monitor, promote, and communicate a long-term water
and utilities plan and strategy
Page 40 of 105
City of Georgetown, Texas
City Council Workshop
March 22, 2016
SUBJECT:
P resentation and update regarding the EMS Program -- John Sullivan, Fire Chief, P aul Diaz, Budget Manager, Leigh
Wallace, Finance Directo r and Laurie Brewer, Assistant City Manager
ITEM SUMMARY:
As part of the FY2 01 6 Budget, the City expanded the sco pe of the EMS program to include an additional 15 FTEs and
four Transitional Response Vehicles. This presentatio n is to update Council regarding the status of the program, recap the
startup process, provide statistics and trends and ide ntify next steps.
FINANCIAL IMPACT:
The financial impac t o f the program will be discussed in the presentation and through the budget process.
SUBMITTED BY:
ATTACHMENT S:
Description
EMS Presentation
Page 41 of 105
EMS/Paramedic
Program
Report to City Council
March 22, 2016
Page 42 of 105
Agenda
•Background
•Financial Update
•Operational Report
•Outstanding Issues/Next Steps
Page 43 of 105
Factors Leading to EMS Decision
•Savings on future deployment costs
–Personnel
–Equipment/apparatus
•Increase service efficiency and
effectiveness
–Continuity of Care
–Medical Dispatch
•City has funded modern dispatch center
–Hybrid system would increase costs
3Page 44 of 105
Background
•2014 Discussions with County
–2 new ambulances needed to address
increasing call volume
•Georgetown’s aging population/call volume has high
impact on EMS
–Potential for city to implement transitional
response vehicles
•Save mileage and extend replacement of fire trucks
4Page 45 of 105
Background
•Budget 2014/15 Plan
–Enhance a County Based system
–April 2015 start date
–9 FTE paramedic/firefighters (Feb start)
–2 Transitional Response Vehicles (TRV)
–Improve response times
–Incremental costs funded through revenues
–5 -6 year repayment of start up costs
5Page 46 of 105
Background
•Budget 2014/15 development
–$570K deficit planned
–Included $700K in revenue for program that
would begin April 2015
6Page 47 of 105
Background
•March 2015 –Council Decisions for a City
based EMS program
–Analysis prepared on county support versus
full city based EMS
–6 additional paramedics/FF (July hire date)
–4 TRV’s, with additional reserve unit
–Budget amendment for incremental cost
7Page 48 of 105
Background
•Budget 2015/16 –“Full City EMS”
–Full implementation
•15 paramedics/FF
–Revenues based upon transport fees and
established collection rates
•Funds incremental costs of operations
•Budgeted a $570k deficit in the EMS special
revenue fund
8Page 49 of 105
2015/16 Budget (as amended)
•Revenues -$2,234,000
•Expenditures (Incremental Costs)
–$57,408 Impact of support mechanic
–$1,138,136 Personnel
–$752,636 Operations
–$1,890,772 Total Expenditure Budget
9Page 50 of 105
Financial Update
10Page 51 of 105
Financial Analysis
•Actual 2014/15
–Hired 9 positions in February
–No revenues until October
•$80K per month operational impact for delayed
collections
–Actual year end deficit for operational start up
costs -$704,823
•Versus $570K projection
11Page 52 of 105
Financial Analysis/Background
•2015 Start Up Costs
–2015 start up –operational costs $705K
–Additional incremental costs planned through
April 2015 budget amendment
•Fund balance –fleet $266K
•General fund balance $450K
–Total start up costs $1.42M
12Page 53 of 105
Projection of Revenues
•Budget assumed over 4,200 transports by
9/30/2016.
•Projection based on insurance type and
specific pricing.
•Assumes accruals back for timing.
•$1.96M FY2016 original projection
–Amended for additional call volume to $2.2M
13Page 54 of 105
Monthly Transports began Oct 1
417
352
441
410 435
Page 55 of 105
Transports by Age
15Page 56 of 105
Medicare Profile
16Page 57 of 105
Financial Summary
•Delayed start up of revenue collection resulted
in higher start up costs than anticipated
•Collections and processes being reviewed and
streamlined for anticipated collection rates
–Age groups and payer mix are within
estimated projections
•Operational Expenditures within budget
–Vacancies will impact overtime utilization
17Page 58 of 105
Operational Report
18Page 59 of 105
0
100
200
300
400
500
600
700
2012 2013 2014 2015 2016
Monthly Responses
Page 60 of 105
Daily Call Activity
0
5
10
15
20
25
30
35
40
Page 61 of 105
City/ESD Responses –CY2015
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
579 564
619
554
627 623 630 614
648
743 730 706
CITY ESD
Page 62 of 105
Improved Response Times –All Calls
5:02 5:16 5:31 5:45 6:00 6:14
2012
2013
2014
2015
2016
6:03
5:56
5:59
5:53
5:23
Page 63 of 105
Bad things don’t wait for good timing…
February 26th
10:49 Medical Call
11:16 MVA w/ Injuries
11:37 House Fire
11:39 Difficulty Breathing
11:41 MVA w/ Injuries
12:21 Fall Injury
Page 64 of 105
It takes a team…
Page 65 of 105
Time is Muscle (Heart Muscle)
Subject:Re: STEMI Report 3.7.2016
Excellent job!.
Good call on Georgetown EMS. It was great to have them join us to observe the
procedure. Our DTB time was 31 minutes in spite of being in rush hour and unfavorable
weather conditions. Patient is recovering well and likely will be discharged tomorrow.
As always, very proud of the team. Thanks for doing your best every day, with every
patient!
Strength and honor!
Angel.
Angel E. Caldera, MD. FSCAI
Section Chief, Division of Cardiology
Assistant Professor of Medicine
Texas A&M Health Science Center
Interventional Cardiology & Vascular Medicine
Baylor, Scott and White Health Care
Round Rock Hospital
Page 66 of 105
People are sick everyday…
0
50
100
150
200
250
300
350
400
450
500
Page 67 of 105
Medical Franchise Partners
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb
20 22
15
3
8
Unscheduled Scheduled Post 911
Page 68 of 105
People are sick 24hrs/day
0 20 40 60 80 100 120 140 160 180 200
0000 - 0059
0100 - 0159
0200 - 0259
0300 - 0359
0400 - 0459
0500 - 0559
0600 - 0659
0700 - 0759
0800 - 0859
0900 - 0959
1000 - 1059
1100 - 1159
1200 - 1259
1300 - 1359
1400 - 1459
1500 - 1559
1600 - 1659
1700 - 1759
1800 - 1859
1900 - 1959
2000 - 2059
2100 - 2159
2200 - 2259
2300 - 2359
Page 69 of 105
It’s all about “caring”…
Page 70 of 105
What we’re working on….
Paramedic/FF Graduation
Paramedic Recruitment/Hiring
10-digit # for stable patient transport requests
Psychiatric Emergencies –Right time, place, and process
Hosting Paramedic Program @ PSOTC
Transport contracts w/ care facilities
Software enhancements
PulsePoint
Smart911
Continued quality improvement
Heart Safe Community Initiative
Buy-through agreement(s) to reduce costs
Improve billing/collection efficiencies
Page 71 of 105
City of Georgetown, Texas
City Council Workshop
March 22, 2016
SUBJECT:
Update, informatio n and po ssible feedback on the propo sed schematic design for Downto wn West -- Eric Johnson, CIP
Manager and Laurie Brewer, Assistant City Manage r.
ITEM SUMMARY:
This is an update regarding the Downtown West pro ject. Specifically, Council will be re viewing the proposed Schematic
Design of the 1 98 7 Library and the Georgetown Co mmunication and Technology (GCAT) buildings. The Lawrence Gro up
has prepared a co mprehensive Schematic Design document fo r initial cost estimating.
Staff will update the Council in summer 2016 to re vie w full co nstruction documents.
FINANCIAL IMPACT:
The contract with the Lawrence Group was approve on June 9, 2015. Future contracts will be reviewed by Council.
SUBMITTED BY:
Eric Johnson/jd
ATTACHMENT S:
Description
Do wntown Wes t S chematic Des ign Pres entatio n
Page 72 of 105
3/16/2016
1
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
CITY OF GEORGETOWN
GEORGETOWN, TEXAS
City Hall and Municipal Court
Schematic Design Phase – Meeting 07
March 22, 2016
Page 73 of 105
3/16/2016
2
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
EXECUTIVE DESIGN TEAM
Lawrence Group
Eric Johnson
Jackson Daly
Trish Long
Jordan Maddox
Page 74 of 105
3/16/2016
3
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Program Diagram
Page 75 of 105
3/16/2016
4
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Floor Plan – 17,172 Existing SF + 3,017 New SF
Page 76 of 105
3/16/2016
5
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 77 of 105
3/16/2016
6
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 78 of 105
3/16/2016
7
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 79 of 105
3/16/2016
8
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 80 of 105
3/16/2016
9
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 81 of 105
3/16/2016
10
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
City Hall Perspective Views – Building Massing
Page 82 of 105
3/16/2016
11
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Program Diagram
Page 83 of 105
3/16/2016
12
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
First Floor Plan – 8,638 Existing SF + 8,071 New SF
Page 84 of 105
3/16/2016
13
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 85 of 105
3/16/2016
14
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 86 of 105
3/16/2016
15
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 87 of 105
3/16/2016
16
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 88 of 105
3/16/2016
17
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 89 of 105
3/16/2016
18
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 90 of 105
3/16/2016
19
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 91 of 105
3/16/2016
20
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 92 of 105
3/16/2016
21
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 93 of 105
3/16/2016
22
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
COURTROOM PRECEDENTS
Page 94 of 105
3/16/2016
23
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Aerial View – Site Plan
Page 95 of 105
3/16/2016
24
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Aerial Perspective View – Site Plan
Page 96 of 105
3/16/2016
25
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Municipal Court Perspective View – Building Massing
Page 97 of 105
3/16/2016
26
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Municipal Court Perspective View – Building Massing
Page 98 of 105
3/16/2016
27
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Municipal Court Perspective View – Building Massing
Page 99 of 105
3/16/2016
28
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Aerial Perspective View – Site Plan
Page 100 of 105
3/16/2016
29
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
MATERIALS – WOOD
Page 101 of 105
3/16/2016
30
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
MATERIALS – CEMENT FIBER
Page 102 of 105
3/16/2016
31
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
NEXT STEPS
CMAR process
Thank You
John Hesser
Rachael Jonrowe
To Council for Approval April 12, 2016
Appraisals & Project Budget
To Council for update mid-spring
Design Documents & GMP
To Council for update late summer
Construction
Begin Fall 2016
Page 103 of 105
3/16/2016
32
LIBRARY RENOVATION | GCAT RENOVATION | NEW PLAZA CANOPY | MASTER SIGNAGE PLAN 22 MARCH 2016
Page 104 of 105
City of Georgetown, Texas
City Council Workshop
March 22, 2016
SUBJECT:
Sec. 551.071: Consul tati on w i th Attorney
- Advice from attorney about pending or contemplated litigation and other matters on which the attorney has a duty to
advise the City Council, including agenda items
- Discussion regarding amendments to the purchase power agreement between the City and Buckthorn Westex
- Discussion regarding various recent condemnatio n proceedings
Sec. 551.072: De l i berati o n Regardi ng Real P ro perty
- Forwarded fro m the Georgetown Transportation Enhancement Corporation (GTEC):
Consideration and possible action to approve the purc hase of real property from Bac k Doo r Investments, LLC (Parc e l 5 ,
306 Shannon Lane ; Tenant: Charles & Teresa Howard), the payment of relocation be ne fits, and the subsequent payment of
actual reasonable and custo mary moving expense s in c ompliance with the Uniform Re lo catio n Assistance and Real
P roperty Acquisition Po licies Act of 1970, in connectio n with the Rivery Blvd. Exte nsion Pro ject
- Forwarded fro m the Georgetown Transportation Enhancement Corporation (GTEC):
Consideration and possible to approve the appraise d values of real property to be acquired from the W.D. Kelley
Foundation (Parc e l 1 4) and David Wolf (Parcel 1 6) in connection with the Rivery Blvd. Extension Project
Sec. 551.074: Personnel Matters
- City Manager, City Atto rney, City Secretary and Municipal Judge: Consideration o f the appointment, employment,
evaluation, reassignment, duties, discipline, or dismissal
Sec. 551.086: Competi ti ve Matters
- Consideration and possible action regarding contract novatio n from JP Morgan to Mercuria
- Sun Edison, PPA
ITEM SUMMARY:
FINANCIAL IMPACT:
NA
SUBMITTED BY:
Page 105 of 105