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Minutes TC 03/11/2011MINUTES FROM TOWN COUNCIL RETREAT FOR THE TOWN OF TROPHY CLUB LOCATION: Trophy Club Country Club, 500 Trophy Club Drive Trophy Club, Texas 76262 Friday, March 11, 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, March 29, 2011. The meeting was held at Trophy Club Country Club, 500 Trophy Club Drive, Trophy Club, Texas 76262 and was open to the public. TOWN COUNCIL MEMBERS PRESENT: Connie White Mayor Bill Rose Mayor Pro Tem Margi Cantrell Council Member Larry Hoover Council Member Glenn Strother Council Member TOWN COUNCIL MEMBERS ABSENT: J.D. Stotts 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 March 29, 2011; called to order and announced a quorum at 12:35 p.m. 1 .• Welcome Town Manager Slye welcomed everyone and expressed his excitement to have Wendy Skinner facilitate the workshop with the Council. • Objectives and Expectations • Recap of January Retreat • Governance· Roles and Responsibilities • Ideas and Issues Discussion Town Manager Slye discussed the Budget Calendar and proposed budget process. • Future Agenda Items • Next Steps and Feedback Recap presentation by Wendy Skinner attached. ADJOURN Meeting adjourned at 9:55 p.m. vi10d1.J16n IJ,luiaf (Shannon DePraterf-.T6wn Secretary Town of Trophy Club, Texas Connie White, Mayor Town of Trophy Club, Texas 2011 Wendy Skinner and Associates, Inc. All Rights Reserved Town of Trophy Club Council Strategy Retreat March 11, 2011 Record of Council and Management Discussion Participants Town Council: Connie White -Mayor Bill Rose –Mayor Pro-Tem Glenn Strother –Council Member Margi Cantrell –Council Member Larry Hoover Council Member J.D. Stotts –Council Member (unable to attend) Town Management Mike Slye –Town Manager Stephen Seidel –Asst. Town Manager Patricia Adams –Town Attorney Shannon DePrater –Town Secretary Facilitator Wendy Skinner –President, Wendy Skinner and Associates 2 © 1996-2009 AGENDA GROUND RULES OBJECTIVES •Everyone participate / no one dominate •Suspend judgment / avoid “killer” phrases •Build on each others ideas •Think creatively •Humor helps Identify and discuss challenges and opportunities relevant to the mission and strategy of the Town Prioritize key initiatives that will drive performance Develop and agree on the high level game plan Discuss and agree on Council / Management roles and responsibilities Welcome and Call to Order Objectives and Expectations Recap of January Retreat Governance –Roles and Responsibilities Ideas and Issues Discussion Next Steps and Feedback Adjourn Setting the Stage Increase trust between Council and Management Develop clear understanding of roles and responsibilities Provide greater clarity of needs and expectations Discuss and gain agreement on key priorities Develop unity on direction for the future –clarity, focus, cohesion and accountability EXPECTATIONS 3 Summary of Accomplishments Finalized the Town‟s strategy map Discussed status on the Town‟s strategic initiatives Developed ground rules / operating norms between Council and Management Identified needs/expectations and opportunities for improvement What Council needs/expects from Management What Management needs/expects from Council Reviewed several key priorities, defined the opportunities and outlined high level action plans 4 Recap of January Retreat 5 Situational Analysis 2010 Strategic Hits and MissesOrganizational Vision Draft ScorecardsTrophy Club Strategy Map Strategic Initiatives The Town of Trophy Club‟s Vision, Mission and Values 6 Vision TROPHY CLUB … A Great Place to Call Home! Mission Be a great place to call home through dedicated innovative leadership, while providing superior municipal services and facilities in a highly effective, efficient manner. Values Integrity and Trust Accountability Teamwork Innovation Pride and Service Commitment Fulfill Our Mission Be a great place to call home through dedicated innovative leadership, while providing superior municipal services and facilities in a highly effective, efficient manner. 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 Healthy, 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 appearance Forge 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 Deliver responsive customer service Foster a well informed community 7 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 Recap –Vision for Organizational Improvement 8 Council –Management Ground Rules in Support of Our Core Values Our number one purpose is to serve our citizens to the best of our abilities. We are committed to demonstrating our core values through all our words and actions. We seek to gather all the facts before decision-making. We acknowledge that the quality of our actions and decisions are only as good as the quality of our knowledge about the situation. We use our workshops to lay the ground work on big issues –as a work in progress to discuss the issues and ask clarifying questions to clarify so that we all have a common understanding. We expect open and candid communication. Hidden agendas and negative gossip are not tolerated. We actively listen with respect to other’s perspectives. We accept that questions are not a sign of mistrust, but a way to build better awareness and understanding. We will improve council –management collaboration by asking the following questions: Council to management: What is the impact of our decision on you? Have we listened to your perspective about the implications of this? Management to council on an item for decision-making: Have we explained this clearly? Do you feel you have enough information to make a sound decision? Have we listened to and addressed the big questions, issues and concerns you have raised? We agreed to actively support a decision once made. If decisions need to be revisited, we will do so through the appropriate channels and process. We look for opportunities to recognize others doing the right thing and modeling our values. We believe in accountability, not blame. We celebrate successes and learn from mistakes. We trust that others are doing the best job they can, given the knowledge and information they have at the time. Every person takes responsibility for a constructive outcome of a meeting or interaction. 9 Trust and Integrity Pride and Service Commitment Teamwork Accountability Innovation Draft Council and Management –Needs for Success Needs that are being met well Quick response to questions Keeping council members apprised of responses to citizen inquiries Town hall meetings Keeping council members informed on important issues /activities Weekly updates Communication in general Needs that require improvement Receiving council meeting packets earlier Budget Workshops –better planning and more information More input prior to presentations Budget info connected to strategic goals and plans Communicate what is being done by staff (to address overstaffing concerns) Solutions to increase trust of council by staff Providing the mayor with key talking points prior to meetings More involvement in Economic Development Improving two-way communications –how to get more input from citizens (i.e. ,Town Blog) More collaboration in issues –ability for Council members to provide input on alternatives 10 Needs that are being met well More dialogue between council and management Increasing trust in management to do their job (i.e., authority over Commons site plan, Travelers settlement agreement) Better level of respect and appreciation for scope and volume of daily activities Council has better dialogue amongst themselves and seems more unified Needs that require improvement Providing clear expectations and direction from a unified council (or council majority) Using the Town Manager as the council‟s point of contact for information from staff Eliminate micromanagement –especially difficult if being done by six council members Schedule time to meet with management rather than impromptu or unplanned Recognize that management and staff have the knowledge, skills and experience to do their jobs –council should provide direction and input only and not do staff‟s job for them Better understanding by council of what management and staff responsibilities are Council member s not contacting other city staff about how we should address issues, ordinances, budgets, etc. Improving the Town‟s image to gain more respect from other cities Town Council Town Management Strategic Initiatives to Achieve Success Safe and Secure Business-Friendly Economic Development Strong Partnerships and Community Involvement Healthy, 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 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 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 Evaluate Joint use facilities with Roanoke 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 Evaluate Indian Creek extension Develop commercial opportunity plan for Trophy Woods Evaluate a regional theatre concept Evaluate a community / recreation center Develop a road replacement plan Conduct drainage and flood control study Evaluate potential for fuel at Tom Thumb Research community “give back” programs Develop a “fit cities” program Develop plan for Town facilities and aging infrastructure Identify commercial opportunities for Indy Park Evaluate partnership with Westlake (police, fire, EMS) Develop a neighborhood theme concept (i.e., holidays) Explore Hotel use tax Create a Citizen University Pursue Scenic Cities award Install UV system at pool 11 Bolded initiatives represents work in progress or in planning stage for budget purposes Blue shaded initiatives represents those discussed by Council and Management Yellow shaded initiatives are those prioritized to be discussed at future retreat or workshop Prioritized Topics for Discussion – New Topics Requested 12 Transform EDC and Land Acquisition Opportunities Fit with long range plan Relationships with Other Local Governments (i.e., Roanoke, Westlake) Progressive Zoning (discussed at January retreat –needs to be updated) Citizen Financial Advisory Board (discussed at January retreat –needs to be updated) Taxes Tax rate philosophy Council / citizen concerns regarding tax money expenditures Redevelopment of TC Park Marshall Creek / Turner Lake drainage development / improvements Grant money (Federal) County assistance along with Westlake and Keller Indian Creek Extension Evaluation of a Recreation / Community Center Implementation of a Strategic Management Model Plan for Town facilities and aging infrastructure To be discussed at future date –either through next retreat or as workshop agenda item © 1996-2009 Priority: Transforming EDC and Evaluate Land Acquisition Opportunities RISKS •Citizen response / resistance to plans DEFINITION IDEAS OWNER: S. Seidel KEY ACTIONS •Add as an agenda item for future workshop •Educate Council on EDC law and other incentive tools for economic development •Prepare for next election on EDC •Evaluate funding options / ROI •Complete a design concept and develop long- term roadmap for economic development •Approve progressive zoning recommendations •Conduct external stakeholder education and visioning session Create an environment and funding mechanism for economic growth and development. •Limited land for development •Having two EDCs •Limited funding •Funding currently going to streets and parks Evaluate Bobcat Commercial Opps. CRITICAL ISSUES Reconstruct Existing Facilities Evaluate Potential to Consolidate EDCsCreate Public / Private Partnerships Continue to Collaborate w/ Beck on 26 Acre Dev. Buy Land to Create Retail Center Invest in Country Club Renovation Reallocate EDC Funds to More Urgent Town Needs 13Graphic by: CHALLENGES •Timing –some ideas need to move quickly •Ensuring Beck continues to participate in ED discussions •Dealing with board members with a vested interest •Funding / resources for design concept © 1996-2009 Priority: Long Term Relationships with Other Local Governments RISKS •Resident reaction / acceptance of a regional model •Naysayers •Political environment •Loss of advocates / champions DEFINITION IDEAS OWNER: M. Slye KEY ACTIONS •Prepare the presentation for the regional meeting –opportunities and benefits •Confirm all Trophy Club Council and Management are unified on direction and approach •Conduct regional kick-off meeting •Identify next steps Develop relationships with other local governments to identify opportunities to optimize resources and create a regional identity. •Limited funding •Insufficient space to meet all demands •Poor image / reputation •Duplication of services •No one community can afford being a “total package” provider •Inter-organization issues •Lack of cohesion Establish Regional Brand CRITICAL ISSUES Market as Destination / Create Event Packages Establish Regional Parks BoardDevelop Public / Private Partnerships Use Hotel Occ. Tax as a Funding Mechanism Evaluate Potential Shared Services Equalize Use Fees Build a Regional Police/Fire/EMS Facility CHALLENGES •Overcoming past „baggage” •Jurisdictional issues •Getting everyone to appreciate the “gold nuggets” others have to offer •Resourcing facility management •Building alignment and buy-in •Gaining consensus on inter-local agreements •Timing 14Graphic by: Next Steps Document output of the retreat Owners of the prioritized initiatives to develop more detailed action plans Document the CFAB and Progressive Zoning initiatives in the Priority template format Review and approve the Council / Management Ground Rules Review and agree upon Council / Management roles and responsibilities Complete the first draft of scorecards Schedule periodic strategy progress reviews of scorecards and action plans Develop a communications plan 15