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Minutes TC 01/07/2011 - Council RetreatMINUTES FROM TOWN COUNCIL RETREAT FOR THE TOWN OF TROPHY CLUB LOCATION: 9400 Ed Robson Boulevard, Building A Denton, Texas 76207 Friday, January 7, 2011 STATE OF TEXAS § COUNTY OF DENTON § The Town Council of the Town of Trophy Club, Texas, met in a Council Retreat Session on Friday, January 7, 2011. The meeting was held at Robson Ranch, 9400 Ed Robson Boulevard, Building A, Denton, Texas 76207 and was open to the public. TOWN COUNCIL MEMBERS PRESENT: Connie White Mayor Bill Rose Mayor Pro Tem J.D. Stotts Council Member Margi Cantrell Council Member Larry Hoover Council Member Glenn Strother Council Member STAFF AND GUEST(S) PRESENT: Mike Slye Town Manager Stephen Seidel Assistant Town Manager Shannon DePrater Town Secretary Patricia Adams Town Attorney Wendy Skinner President Wendy Skinner and Associates Mayor White announced the date of January 7, 2011; called to order and announced a quorum at 12:02 p.m. 1. -Welcome -Setting the Stage -Strategic Management Recap -Strategic Progress -Review -Challenges and Opportunities -Strategy Update -Refine -Strategy Execution -Feedback and Next Steps Town Manager Slye welcomed everyone and expressed his excitement to have Wendy Skinner facilitate the workshop with the Council. Recap presentation by Wendy Skinner attached. ADJOURN Meeting adjourned at 7:57 p.m. ~QJi1nCJYJ /JjJ1 nt:iY \SHannon DePratel-;town Secretary Town of Trophy Club, Texas Connie White, Mayor Town of Trophy 1 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Town of Trophy Club Documentation of Council Strategy Retreat Conducted January 7, 2011 Confidential New Year , New Management, New Energy 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Setting the Stage – Objectives and Expectations 2 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Objectives for the Retreat 3 Review, refine and align on the Town‟s strategy and goals Identify and discuss challenges and opportunities to achieve the strategy Develop key performance indicators –measures to gauge progress and success Identify key initiatives that will drive performance Build alignment between Council and Staff on direction and expectations Agree on next steps and go forward plan 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Council Member and Management‟s Expectations Develop clarity on direction and build a unified vision Develop priorities (long range goals) for the future Identify and prioritize the supporting actions to achieve the strategy and inform the budgeting process Set goals and objectives for budgeting purposes Continue team building and enhance relationships Learn each other‟s expectations Develop a roadmap and plan to improve the Town‟s image and reputation 4 2010 Wendy Skinner and Associates, Inc. All Rights Reserved From…To… Unclear, multiple agendas Mission Focused direction, clear goals Short-term, tactical Focus Long-term, big picture, strategic Undefined, negative, stuck in past Culture Grounded in shared values, trust-filled At odds, challenging, ineffective Governance Cooperative, supportive, win-win Different views, varied priorities Leadership Aligned, accountable, confident Individual needs, departmentalized Teamwork Collaborative, unified, results-driven Task-oriented, crisis, reactionary Operations Proactive, responsive, innovative Manual, inefficient, insufficient Core Processes Best practices, standard, automated Mixed messages, sporadic Communications Cohesive story, consistent, frequent Priorities and strategy unclear People Engaged, connected to strategy New Year, New Management, New Energy – Vision for Organizational Improvement 5 Black Hash Marks = View of where organization was in Jun-Aug 2010 Green Hash Marks = View of where organization is in January 2011 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Strategic Management Recap and Approach 6 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved The Strategic Management model introduced at the Council‟s August 2010 retreat 7 Formulate/ Review Strategy Develop Operational Plans Measure Performance Strategic Management System Build Alignment 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved 8 Strategic Management System Departments are aligned Inter-departmental goals are aligned Partners / suppliers are aligned Personal performance objectives are aligned Employee communications are aligned Compensation and recognition are aligned Build Strategic Alignment Top leadership committed Vision, mission and strategy clarified Core values defined Goals and priorities identified Senior management engaged Annual strategy reviews conducted Formulate / Review Strategy Strategy map developed Key performance indicators identified Targets established Key initiatives rationalized Budgets and strategy are integrated Accountability assigned Operationalize Strategy Rating Scale: 5 -We are great at this 4 –We are good at this 3 –We are okay at this 2 –We are not good at this 1 –We do not have this Formal process is in place to manage performance Monthly/quarterly strategic performance review meetings conducted Data and analytics support strategy Knowledge and best practices are shared Issues identified and followed-up on Strategic management process owner in place Monitor Strategic Performance Formulate Council Management 3.5 2.3Measurement Council Management 1.8 1.8 Alignment Council Management 2.4 2.2 Operational Plans Council Management 2.6 2.0 Council and Management‟s strategic management assessment -baseline from which to measure progress Adapted from the Balanced Scorecard Assessment 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Strategic Discussion Approach 9 Review Align Refine•What have we accomplished? •What have we learned - hindsight? •What has changed? •What can we predict – foresight? •What challenges and opportunities will enable or impede the strategy? •Are there any strategic adjustments needed? •How will success be measured? •What are the strategic initiatives that will drive results? •Are we collectively aligned on direction? •What is the communication plan? •How will on-going strategic performance be managed? •Strategic Hits and Misses •Opportunity Assessment •Strategy Map –Goals and Objectives •Strategic Scorecard •Strategic Initiatives •Communications Approach •Strategic Reporting Process Note: This retreat focused on Review and Refine phases. Align will be addressed as part of the next retreat. 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Review the Strategy 10 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved The Town of Trophy Club‟s Vision, Mission and Values 11 Vision TROPHY CLUB … A Great Place to Call Home! Mission Through dedicated innovative leadership, provide superior municipal services and facilities in a highly effective, efficient manner to make the Town of Trophy Club a great place to call home. Values Integrity and Trust Accountability Teamwork Innovation Pride and Service Commitment 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Strategic Hits and Misses –2010 Safe and Secure Business-Friendly Economic Development Strong Partnerships and Community Involvement Picturesque and Environmentally Sound Infrastructure and Asset Management Financial and Operational Stewardship Community Policing -Low Crime Rate Enhancements to Trophy Club Park Improved Relationship with MUD / Joint Sessions Continued Beautification Efforts Installed UV System at Pool Great Management Team and Staff New Fire Station Underway Discussing Zoning Concepts for 26 Acres Trails Development with Southlake and Westlake Scenic City / Award Application Implemented Spray Park GFOA Budget / Strong Financial Practices CERT Teams Trained Attracted Two New Businesses Gold Award for Transparency (Budget)Builder Debris Clean-up Established Council Sub- Committee / Plan Developed Investment Policy Community Support for Police Services Trophy Wood Retail Opportunities Sponsored Transportation Summit Code Improvements Indy East / Freedom Park Enhancements Implemented Standard Business Plans SRTS Booth Presence at ICSC Implemented Dog Park Median Maintenance Parks and Trail Developments Implemented New Accounting Software Secured Water Tower Site Trophy Lake Commons Development Established Annual Report/Calendar Bobcat Blvd. PID Relationship Improved Financial Transparency Sidewalks Underway Effective Relationships with Developers Volunteer Program Enhancements Recycling Program Enhancements Long Term Plan Development Financial Recognition Academies Progressive Zoning Event Ordinance Establishing a Beautification Committee Trophy Club Park Enhancements Gold Leadership Award Funding for SRO Ordinance Revisions (i.e., Signage, Package Sales) Communication Plan Development Xero-scaping to Lower Water Usage Roundabout Completion Citizen Financial Advisory Board (CFAB) Bicycle Rodeo Implementing Credit Card Capability Effective Relationship with Centurion Attracting Visitors to Park Destinations Water Tower Fund Balance Polices Roundabout Completion Land Acquisition Pursuing Grant Opportunities (i.e., Trails)Drainage Study Completion Internal Audit Statements Emergency Access Promoting Commercial Opportunities No Town Newsletter Code Enforcement Credit Card Capability Police Building Discussions No New Commercial Opportunities Town Image and Reputation Command Center Website Enhancements Data Security Developer Incentive Plans Long Term Plan with MUD Citizen Survey Resolution Drainage Issues (Flood Control) Lack of Long Range ED Plan / Master Plan Education for Realtors Service Cost Analysis Data Security Improvements Roanoke Not Assisting in Funding RO Tax Rate Analysis and Plan Lack of Strong Local Gov. Partnerships Long Term Plans / Strategic and Capital Improvement Green –Hit Yellow –Some progress Red -Miss 12 © 1996-2009 •Election may impact continuity of Council •Tax rate philosophy •Voting districts •Relationship with HOAs, PID, MUD, NIDS •Relax regional approach / building partnerships (Roanoke, Westlake, Southlake) •Renaming Trophy Club Park TOWN NEEDS / CONCERNS •More amenities •Community Center •Senior living facility •Volunteer opportunities •Trail and park systems •Sustainability programs •Tax laws •Unfunded mandates •Grant funding •Citizen expectations of services vs. cost/tax to pay for UNCERTAINTIES •Improved drainage –regional opportunity, grants •Flood control •Proper development decisions •Signature events •Branding / image •Better marketing •Changing traffic patterns due to Metroplex growth •Change in demographics •Progressive zoning (Beck 26 acres, package sales, signage, hotels, etc.) •Business retention opportunities / investment •Incentive programs to attract new businesses •Land acquisition •Reputation / relationship with developers / businesses •Grow sales tax revenue base POLITICAL FACTORS ECONOMIC DEVELOPMENT Situational Analysis –Challenges and Opportunities •Population growth of younger residents •Charging fees for use of Town resources 132010 Wendy Skinner and Associates, Inc. All Rights Reserved Used with permission and per license agreement. 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Prioritized Topics for Discussion Progressive Zoning For zoning ordinances –define what the Town wants and doesn‟t want to ensure that what development does happens is in the Town‟s best interests. Initial discussion centered around: The 26 acres owned by Beck Liquor stores Hotels Development Process –what can be managed by Town Management without having to go before Council Citizen Financial Advisory Board (CFAB) Need to define the purpose and duties of the CFAB, the specific projects that will be assigned to the CFAB and rules of engagement with Town Management. Initial list of projects identified for review with Management: Design, implementation and oversight of Performance Budgeting Review of financial policies and procedures GFAO requirements Salary and Benefits comparative analysis Tax roll analysis Sales tax analysis * Land Acquisition Opportunities* * Relationships with Other Local Governments (Southlake, Roanoke, Westlake) * Tax Rate 14 * Did not have time to address during retreat. Include for discussion at next retreat 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Refine the Strategy 15 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Fulfill Our Mission 16 Through dedicated innovative leadership, provide superior municipal services and facilities in a highly effective, efficient manner to make the Town of Trophy Club a great place to call home. Safe and Secure Business-Friendly Economic Development Create effective working relationships with businesses and developers Promote new commercial opportunities Retain/develop existing businesses Increase citizen awareness and involvement in crime prevention Picturesque and Environmentally Sound Strong Partnerships and Community Involvement Develop / enhance environmental and sustainability standards and programs Improve property maintenance standards and code enforcement Maintain neat and tidy appearanceForge collaborative relationships with other government and pubic entities Create a positive regional identity Financial and Operational Stewardship Maintain / improve infrastructure and assets Develop, recognize and retain quality staff Provide cost-effective services Improve effectiveness and efficiency of operational processes Implement strong financial management standards Promote recreational / active lifestyle opportunities for all ages Provide superior emergency services Support citizen volunteer opportunities Improve data security Maintain low crime rate Live Our Core Values Integrity and Trust ●Accountability ●Teamwork ●Innovation ●Pride and Service Commitment De l i v e r o n O u r S t r a t e g y Town of Trophy Club –Strategy Map of Goals and Objectives Foster a well informed community Deliver responsive customer service 16 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Goal: Safe and Secure Objectives Key Performance Indicators (KPIs)Target Actual Maintain Low Crime Rate •Crime rate (UCR) •Closed investigations as a percent of total •Convictions as a percent of total prosecuted • • • • • • Increase Citizen Awareness and Involvement in Crime Prevention •Number of citizens participating in Public Safety programs •Number of non-crime related contacts •Number of Public Safety communications • • • • • • Provide Superior Emergency Services •Percent of Priority 1 Police calls responded to within target timeframe •Percent of Priority 1 Fire calls responded to within target timeframe •After call contacts as a percent of total calls • • • • • • Improve Data Security •Talk to M. Pastor re: appropriate data security metrics –are there industry standards that the Town can benchmark against? •• Strategic Performance Scorecard Draft –Work In Progress 17 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Goal: Business Friendly Economic Development Objectives Key Performance Indicators (KPIs)Target Actual Create Effective Working Relationships with Business and Developers •Number of business contacts / visits •Percent of zoning/development codes reviewed •Business owner satisfaction score • • • • • • Retain / Develop Existing Businesses •At -risk businesses retained as a percent of total at-risk •Number of business forums conducted •Percent of businesses participating in coupon book • • • • • • Promote New Commercial Opportunities •New businesses as a percent of total prospects •Percent of tax revenues from new development •Sales tax? •Incentive metric? •Land acquisition metric? • • • • • • • • Strategic Performance Scorecard Draft –Work In Progress 18 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Goal: Strong Partnerships and Community Involvement Objectives Key Performance Indicators (KPIs)Target Actual Create a Positive Regional Identity •Positive media mentions as a percent of total mentions •Residential and commercial growth rate •Number of new residents from DFW Metroplex as a percent of total new residents •Number of residents moving w/in Town (retention) • • • • • • • • Foster a Well- Informed Community •Number of website hits •Number of communications •Number of events • • • • • • Promote Recreational / Active Lifestyle Opportunities for All Ages •Number of volunteer opportunities •Volunteer hours growth rate •Percent of total labor costs avoided through use of volunteers •Total staff hours used to assist volunteers • • • • • • • • Forge Collaborative Relationships with Other Government and Public Entities •Number of collaborations / meetings with regional communities •Number of business collaborations with Town • • • • Strategic Performance Scorecard Draft –Work In Progress 19 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Goal: Picturesque and Environmentally Sound Objectives Key Performance Indicators (KPIs)Target Actual Maintain Neat and Tidy Appearance •Number of awards as a percent of total applied for •Citizen satisfaction score • • • • Improve Property and Maintenance Standards and Code Enforcement •Number of code enforcement complaints •Percent of code enforcement complaints responded to within target timeframe •Percent of code violations resolved within target timeframe •Citizen satisfaction score • • • • • • • • Develop / Enhance Environmental and Sustainability Standards and Programs •Percent of medians xero-scaped •Ratio of median mix (flowerbed/grass/xero-scape) •Citizen participation in environmental/sustainability programs •Percent effluent utilized versus potable •Citizen satisfaction score • • • • • • • • • • Strategic Performance Scorecard Draft –Work In Progress 20 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Goal: Financial and Operational Stewardship Objectives Key Performance Indicators (KPIs)Target Actual Develop, Recognize and Retain Quality Staff •Average training hours per employee •Percent of employees within total target compensation range • • • • Implement Strong Financial Management Standards •Bond rating •General fund dollars per resident •Revenues and operating expenses actual vs. plan • • • • • • Improve Effectiveness and Efficiency of Operational Processes •Percent of process improvement initiatives on-time / on- budget •Percent of process improvement initiatives meeting / exceeding performance targets (cost savings, time, quality, etc.) •Percent of key processes documented (by Dept.) • • • • • • Maintain/Improve Infrastructure and Assets •Percent of work orders completed on time •Break/fix maintenance costs as a percent of total maintenance costs •• Provide Cost-Effective Services •Cost of services (by key services) •Cost of service per resident Deliver Responsive Customer Service •Percent of customer contacts responded to within target timeframe •Citizen satisfaction score Strategic Performance Scorecard Draft –Work In Progress 21 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved 22 Draft of Strategic Initiatives to Achieve Success Safe and Secure Business-Friendly Economic Development Strong Partnerships and Community Involvement Picturesque and Environmentally Sound Financial and Operational Stewardship Implement additional community policing efforts Investigate land acquisitions Develop 10 year master plan for Town / MUD Develop sustainability programs (i.e., recycling, water conversation, etc.) Design and implement a Citizen Survey Develop / enhance disaster recovery plan Develop a long term master plan Develop a Partnership Plan (regional,community groups, neighborhoods, schools, etc.) Evaluate and develop median maintenance alternatives Implement a strategic management model for on-going planning and execution Build sidewalks on main thoroughfare Develop and implement a Progressive Zoning model Provide public information / Town Newsletter Evaluate median maintenance options (i.e., outsourcing) Develop a communication strategy and plan (including website enhancements) Evaluate traffic flows and possible 25 MPH zones Pursue Trophy Club Park development opportunities Implement / enhance volunteer programs Improve parks and trails systems Continue budget process improvements Develop safety and security training programs for citizens Develop a Town identity / brand for development Develop education / awareness program for Real Estate agents Pursue “destination” theme concept for parks Evaluate compensation and benefits Obtain funding from Roanoke for schools security patrols Evaluate package sales Create a Citizen University Investigate renaming Trophy Club Park Evaluate and develop a tax rate philosophy Re-evaluate data security back- up procedures Develop incentive plan to attract / retain businesses Develop a Town Signature event Develop back to nature programs Implement a leadership development program Secure offsite data back-up facility Develop plan to keep / attract new businesses to Regency Center Develop an Events Program (planning, promotion, training) Implement a wild life watch program Review and finalize CFAB authority and jurisdiction Develop commercial opportunity plan for Trophy Woods Evaluate a regional theatre concept Pursue Scenic Cities award Conduct drainage and flood control study Evaluate Indian Creek extension Research community “give back” programs (i.e., food drive) Develop a “fit cities” program Develop a road replacement plan Evaluate potential for fuel at Tom Thumb Evaluate partnership with Westlake (police, fire, EMS) Develop a neighborhood theme concept (i.e., Christmas decorations) Build a community / recreation center Identify commercial opportunities for Indy Park Evaluate Joint use facilities with Roanoke Install UV system at pool Explore Hotel use tax Develop plan for Town facilities and aging infrastructure 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Top Ideas Prioritized –August 2010. Review and update as part of pre-work for next retreat. Goal 2: Business Friendly Economic Development A. Be proactive on business and development opportunities B. Evaluate land acquisitions C. Concentrate funding for development –find creative funding solutions Goal 3: Strong Partnership and Community Involvement D. Evaluate volunteer programs –Cities of Service* E. Evaluate resource sharing options / regionalization opportunities F. Create Town newsletter Goal 4: Picturesque and Environmentally Sound G. Establish beautification committee H. Implement zero-scape medians* Goal 5: Infrastructure and Asset Management I. Create regional parks board J. Conduct drainage study* Goal 6: Financial and Operational Stewardship K. Establish citizen finance advisory board * L. Conduct citizen survey* M. Conduct organization design analysis * Currently planned or in-progress Cost to Implement Ri s k Low High High Feasibility Low G D K E FH A I B C M L J Act now –expedite validation and implementation 23 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Next Steps, Follow-Ups and Feedback 24 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Next Steps Distribute retreat documentation to Council members for review Review KPIs with management and staff for input Are they the right KPIs? What are the appropriate targets for 2011 Finalize and adopt the strategic goals scorecards Review the strategic initiatives Next retreat should include discussion and prioritization of initiatives Schedule and conduct next Council retreat to finalize the strategic plan Distribute agenda and pre-work prior to retreat Work on follow-ups (see next slide) 25 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Follow-Ups 26 [Type the document title] [Type the document subtitle] As of January 10, 2011 Action Item Description Owner 1 Progressive Zoning (Jan 2011) For zoning ordinances – define what the Town wants and doesn’t want to ensure that what development does happens is in the Town’s best interests. M. Slye / S. Seidel 2 Citizen Financial Advisory Board (CFAB) (Jan 2011) Determine if the CFAB is needed. If yes, define the purpose and duties of the CFAB, the specific projects that will be assigned to the CFAB and rules of engagement with Town Management. B. Rose 3 Schedule Next Retreat(s) (Jan 2011) Schedule series of Council / Council and Management retreats to continue development of the Town’s strategic plan and priorities. M. Slye 4 Develop Long Term Master Plan (Aug 2010) Develop a long term master plan (i.e., 2025 or 2030) for the Town of Trophy Club M. Slye / S. Seidel 5 Design and Conduct a Citizen Survey (Aug 2010) Execute a citizen survey to determine importance of and satisfaction with Town services and identify other key needs or issues. S. Seidel 6 Develop a Communication Strategy and Plan (Aug 2010) Develop a comprehensive plan that includes all stakeholder groups and the use of various communications channels to build awareness and understanding of the Town’s strategy and progress. M. Slye 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved What Worked Well…Even Better If… Open and honest discussion Everyone was committed and engaged Good dialogue on issues Having new Town Manager participate and engage the Management team Agenda and pre-work provided prior to the retreat Had enough time to discuss issues – within reason Location was WIFI enabled Retreat Feedback 27 27 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Appendix 28 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Process for Developing Strategic Goals, Objectives, Key Performance Indicators (KPIs) and Initiatives 29 1. Create Goals 2. Define Objectives 3. Develop Key Performance Indicators (KPIs) 4. Establish Performance Targets 5. Identify Initiatives Specifies the high level strategic themes Clarifies the “what needs to get” of the strategic themes Defines how success will be measured for each objective Used to monitor KPI progress against plan Identifies the “how” the objectives will be achieved – drives results of the KPIs 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Strategic Planning Workshop Strategic Management High Level Timeline 1Q Report to Council 2Q Report to Council 3Q Report to Council 4Q Report to Council Ongoing Performance Monitoring and Reporting –Monthly Meetings Performance Data Collection, Issue Resolution and Communications Conduct employee annual reviews/ goal setting Develop Dept. Plans and Budgets, Prioritize Initiatives Review Dept. Plans/ Budgets, Finalize Budget Projections Adopt Plan and Budget Begin execution of annual plans = Retreats 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Town Council SWOT –Updated from November 2009 Strengths Weaknesses •Window of opportunity with new council members •Dedicated employees •Staff event management capabilities •Staff very responsive to issues •Stable financial management •Improving strategic management, business planning •High standards for performance •Improved Town / MUD relationship •Alignment on strategy, goals and direction •Own worst enemy –don‟t see the big external picture •Isolationist view –we don‟t see that other communities are in our same situation - instead we reinvent the wheel •Aging infrastructure •Communications •Not creative or proactive in dealing with financial issues •Understanding cost of services •Growth of operational costs associated with Bond packages •Poor decision making on land development •Resist involvement / use of volunteers •Lack of joint planning with MUD 31 2010 Wendy Skinner and Associates, Inc. All Rights Reserved Town Council SWOT –Updated from November 2009 Opportunities Threats •“Town” and “Club” emphasize nucleic value of community (inclusive) •People come here with a purpose (not just „passing through‟) •Residential stability, neighborhood feel –single family •Residents sports/fitness oriented •Involved community –leverage for volunteer activity •Location –central, convenient, yet on the fringe •Solana: changes revenue picture; people who work there may be future Trophy Club residents •114 –reduce accidents, increase convenience •Acquire development land, use of Village property •Utilize progressive zoning •Commercial growth •Regionalization of services (i.e., Library, Parks, Police, Fire/EMS, Schools, other partnerships, etc.) •PID: growth and amenities •Trophy Club Park –big attraction for people outside too •Popularity of Town events –expand to draw more visitors •Byron Nelson HS, education for all grades now available •Bedroom community –people go home and then don‟t go out again •Not welcoming (differences of opinion on whether this is the perception) •Vocal opposition to almost anything •Neighboring communities, becoming the “donut hole” •How demographic changes will impact town ( aging residents, new/ younger residents/families) •Tax threshold •114 –passing us by •No through traffic –tucked away •Congestion –here and beyond •Limited commercial opportunities –constrained by size of Town •We don‟t control the land •PID: cost of growth and maintenance needs •Cost of parks •High School will tax police 32 2010 Wendy Skinner and Associates, Inc. All Rights Reserved2010 Wendy Skinner and Associates, Inc. All Rights Reserved Proposed Communication Plan Conduct Council / Management strategic review and align Once strategic plan is finalized: Conduct employee town hall led by Town Manager with Mayor/Council member attendance to communicate the strategy and demonstrate unity Conduct departmental meetings led by department manager Deeper dive into relevant areas of strategic objectives and measures Publish the strategy on Town website –vision, mission, values, strategy map, metrics, key initiatives Plan for quarterly communication on progress against strategy objectives 33